UNIT 19 ORGANISATIONAL

INCLUSIVENESS

Objectives

After completion of the unit, you should be able to understand:

• the concept of diversity, characteristics and benefits of inclusion;
• what gender diversity is; and
• how an inclusive workplace can be developed.
Structure
19.1 Introduction
19.2 Inclusion of People with Disabilities
19.3 Gender Diversity
19.4 Transgender and LGBT Inclusion
19.5 Summary
19.6 Self-Assessment Questions
19.7 Further Readings

19.1 INTRODUCTION
With Globalization more companies acknowledged the concept of “Inclusivity”
as it is making our workplace more diverse. Studies explore that Talent diversity
is the key for business growth. The positive outcome of “Workforce Diversity”
is it brings new thinking and ideas, talents, experiences, broader view points in
an organization. To maximize the profit within a global framework organization
need to become more diversified. Many companies feel pride among themselves
for having diverse workforce group as it broad their skill base and they become
more innovative and competitive. Companies need these days diverse workforce
group. It helps them to relate with global customers and increase market
opportunities. Also, they get broader range of perspective for issues and
challenges, innovative and competitive advantage.

Diversity
The concept of Diversity embraces respect and acceptance of each individual’s
differences. It acknowledges each individual is unique and can have differences
in dimensions of gender, sexual orientation, race, ethnicity, socio-economic and
demographic status, physical abilities, religious beliefs and political ideas and/
or other ideologies. Diversity explores these differences in safe, positive and
nurturing environment to understand and embrace their rich dimension.

Everyone is valuable and has something to contribute to the equation of work.

They are selected for their potential, talents, and experience for the job and
company goals. Just because of their differences we cannot ignore their valid
contributions. A successful organization draws its strength from the differences
of Ideas and opinion and draws a supportable decision from it.
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Diversity can be classified as Workforce diversity, Behavioral Diversity and
Cognitive Diversity. Workforce diversity includes similarities and differences
among people in terms of different cultural background, gender, race, ethnicity,
age, religions, physical abilities and disabilities, sexual orientation, family status,
economic background and status, demographics.

Behavioral Diversity encompasses of work styles, thinking styles, learning styles,

communication styles, aspirations, beliefs, value system, changes in attitudes,
and expectation of employees.

Cognitive Diversity focuses on diversity of thinking. It is represented by four

dimensions i.e. perspective, interpretations, heuristics, and predictive models.
Cognitive diversity results in high performance while dealing with complex tasks.

In addition to creating a workplace inclusive, many Future-thinking companies

are seeking out talent of thinkers who has diversity of thought. As per Deloitte
research underscores that diverse thinker’s have innovative thinking and problem
solving skills.

At Global level Business Leaders are making great efforts to create an atmosphere
where opinion of each employee heard, and their suggestions are valued and
considered. They are making policies for inclusive and accessible workplace
with special reference to disable peoples, LGBT and women. Diversity exists in
every part of the world, industrial sector and organization. However successful
diverse organizations, share one common distinctive feature; they have learned
how to get advantage of diversity to create a unified and inclusive global
organizational culture. “At global scale inclusion allows for more effective talent
management (attraction and retention), more effective alignment and team
performance, and improved speed and efficiency across borders”.

Inclusion is an integral element of diversity as inclusion works for the people

who are slightly different. Countries which are much diverse will have to struggle
for inclusion of everyone.

Embracing the culture of inclusiveness within an organization is a long-term

process which includes changing attitudes of employees, practices and policies
at workplace. Creating an inclusive organization requires broadening mindset,
perspective and viewpoints of work staff. It opens the door to new prospect of
worldviews which is more than hiring fresh talent. It is an on-going process to
make the work better we do as well as the improving relationships we build with
the different communities in organizational context.

Inclusive organization involves people from diverse background who brings with
them larger range of skills and perspectives, which encourages the environment
of innovative ideas, employee stability, increased productivity and new supporters
in terms of vendor contacts, financial sources and employees.

Inclusive organizations recruit and retain diversified workforce and leaders to

represent the racial and ethnic composition of the communities they serve.
Furthermore these organizations are learning-centered workplaces that value the
perspectives, overview and contributions of all people, and they incorporate the
needs, opinion, and perspectives of communities of color into successful
implementation of inclusive programs.
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 Inclusiveness is a golden rule that suggest welcoming and acknowledging the
diversity which makes us different and unique and creates an environment that
strengthen and encourage open transparent communication, innovatory original
thoughts and ideas, fair decision-making, integrity and equity.

Characteristics of an Inclusive Organization:

It accepts diversity and implements inclusion strategy. In an inclusive
organization, diversity is found at every level of hierarchy. People of different
cultures, custom, tradition and beliefs, languages, rituals and lifestyles are
accustomed in both the workforce as well as the customer segment, and are
respected without any bias and pre conceived judgment. People are observed as
individuals who have come together from different backgrounds but with a
common goal and action to coordinate towards organization success.

Measurable Behavior and Competencies: Employees working at inclusive

organization have well defined achievable goal, roles and responsibilities. They
have measurable behaviors and competencies which are not affected by individual
personal bias and opinion.

Transparent policies and procedures: Inclusive organization policies and

procedures are transparent and equal for all. There are no hidden rules of behavior
that may be apparent to some groups and unknown to others.

Consistency in practice of interactions with everyone: There is no two set of

rules or contradiction in their behaviors. Rules are fairly applicable throughout
the institution. No one group favoritism is done over another.

Learning Culture: Career Development Program is encouraged by top level

management and supported for all employees at all levels. Robust Coaching and
Mentoring programs of both formal and informal systems that meet the individual
learning needs of all employees are implemented. Mistakes and their consequences
are recognized and addressed. They are treated as learning opportunities rather
than character flaws.

Conflict Resolution System at all levels: Inclusive organization recognizes that

conflict is inevitable in organization which has diverse culture. Thus, they have
well defined conflict resolution system which addresses conflict without biasness
maintaining confidentiality and respects of all parties in a non – confrontational
manner.

Active participant in community activities: Inclusive organization understands

the fact that its Employees, managers, and customers all come from the
community. They actively participate in community activities, and play a
significant role in addressing its needs.

Vision, Mission and Core Values: People work for an organization because
they believe in its vision, mission and goals. These organization delivers what
they promise and maintain trust and promise of its customers as well as workforce.

Value of earned privilege: In these organizations, employees are treated with

respect and been recognized for their work accomplishment and good behavior.
They are never biased for their socio economic status or class.
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Change Management: An inclusive organization recognizes that change is
inevitable thus it constantly review its current and past practices and update it to
meet the changing demands and needs of the industry, workforce, and customers.

Benefits of an Inclusive Organization

Higher Job Satisfaction: In an inclusive organization workers are appreciated
for their work and are treated with respect. Employees feel valued themselves
and they are more satisfied for their job.

Lower Turnover: People are treated as a valuable asset in inclusive organization.

When employees are recognized and appreciated for their work it creates
belongingness in them for the organization. Inclusive Organizations never take
advantage of their people. It constantly makes efforts to show how much they
value all contributors to retain them.

Higher Productivity: In inclusive organization people feel motivated and

appreciated which enhances their productivity and of the company.

Higher Employee Morale: Inclusive organization values their employees and

their work which creates happiness and job satisfaction among employees for
their work. It boosts their morale and creates positive work environment in
organization.

Improved Creativity and Innovation: When people work together in multi

cultural environment, it brings innovative and creative ideas. When diverse ideas
and thoughts come together it brings creative solution or next break through
innovation.

Improved Problem Solving: When different mind work together in a diverse

environment then there are chances of improved problem solving as diverse
experiences interact their creative ideas provide better problem solutions.

Increased Organizational Flexibility: An inclusive organization has flexible

approach. It adjusts quickly to the changes that are occurring at global level
because it is diverse and collaborative. As conditions change, the inclusive
organization can change along with them.

Better Employees: Inclusive organization creates, attracts and retains the best
employees. They constantly involve themselves into improving and solving
problem of employees through encouragement of growth and improvement.
People want to be employed at an inclusive organization because these
organizations are high performing, values multi culture and diversity, maintains
high morale of its employees. They value and retain their employees which lead
to better performance of company.

19.2 INCLUSION OF PEOPLE WITH DISABILITIES

Where everyone is in hurry to get somewhere, very few people understand that
there are people who may not be able to function the same way that we do. The
differently able individuals find hardship in daily functions of work commutations,
moving inside work area and getting job opportunities. Disability could be by
birth or acquired through illness, accidents or as part of natural aging process.
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 ‘Inclusivity’ is a concept that has been around for many years but due to
unfamiliarity only a few companies, corporate and organizations have adopted
its principles. Companies now pay great attention to inclusivity principles to
promote them. Corporate CEOs and global leaders understand that it’s
worthwhile, practical and profitable to recruit, retain and promote the best talent
regardless of disability.

Recruiting disable persons is accepted and recognized as a part of corporate

social responsibility (CSR) and an essential element of inclusion for the diverse
workforce.

Companies should also focus and review their recruitment policies for differently
able people before their hiring, their accessibility or reach office/workstation,
washroom accessibility, navigation of wheelchair or whichever assistive device
they are using and ensure sensitivity of the other employees and orientation for
them.

One of the main reasons why disable people are finding it difficult to gain job
opportunities seems to be the mind-sets of the employers. Employers’ concerns
about productivity, poor matches between the requirements of a job and the
worker’s abilities, poor matches between employee potential and job requirements
and concerns about legal liability.

A successful organization is not only an assortment of different individuals but

also represents a range of skills set. A policy of inclusion of people from minority
zones or those who are different is very vital for ensuring that the talents and
capabilities of these stakeholders can be harnessed towards helping organizations
achieve their goals. Persons with disabilities constitute a significant group which
has the potential to contribute in a meaningful way to organizational performance
if the right opportunities are made available. They can be reliable and productive
employees who have the ability to acquire the job training, skills and expertise
to perform a variety of task. A policy of including persons with disabilities in the
workforce enables organizations to add to the diversity and creativity at the
workplace. Besides contributing towards enhancing employee morale it is also a
means for the organization to discharge its social responsibility.

Definition:
The World Health Organization defines disability as follow:
“Disabilities are an umbrella term, covering impairments, activity limitations
and participation restrictions. Impairment is a problem in body function or
structure; an activity limitation is a difficulty encountered by an individual in
executing a task or action; while a participation restriction is a problem
experienced by an individual in involvement in life situations. Thus, disability is
a complex phenomenon, reflecting an interaction between features of a person’s
body and features of society in which he or she lives”.[1]

Inclusion in the Workforce: Issues and Challenges

Person with disabilities have risk of being passed over in the competition for
jobs and avenues for livelihood. In the face of negative attitudes and lack of
access to proper education, transportation and financial resources, they are often
in danger of living out a negative cycle wherein the low expectations from them
28 are in danger of becoming self fulfilling prophecies.
There are several sets of challenges which hamper the rights of the disabled to
have access to meaningful employment of which some of the majors are:

Inadequate Access to Education and Training

The barriers start early for the disabled persons in seeking employment
opportunities in the form of unequal access to education and training opportunities.
Often there is a lack of proper transportation facilities for the disabled to
conveniently commute to educational institutions. Further, the educational
institutions are not disabled friendly and it becomes difficult to navigate within
premises. Also, in the absence of special teaching methodology, it can become
difficult to keep up with the learning pace of other students in the class. As a
result the entire learning experience becomes extremely challenging and there is
a higher likelihood of dropping out from traditional education system.

Social and Psychological barriers

There may be prejudice and stereotyping about the capabilities of the disabled.
The disabled person may himself or herself experience low self-esteem and lack
of confidence in their capabilities. Sometimes over-protective families are not
willing to allow them to venture out thereby adding to the lack of confidence.
Also, at the workplace, acceptance from fellow workers may be slow in coming.

Discrimination in Hiring and Promotion by Employers

The disabled may be subjected to various forms of discrimination in hiring,
working conditions and advancement opportunities. They may be hired at lower
paying jobs or may even be offered lower payment for the same work. They may
be expected to work on lower positions and in poorer working conditions. In the
absence of limited bargaining power, the disabled may be compelled to accept
these terms. Also, promotional avenues may not be very much available to them
because of attitudinal and perceptual barriers on the part of the employers.

Inadequate Accessibility to Work Place

Lack of adequate and appropriate public transport facilities to the workplace
may pose a major challenge for the disabled. Also, the workplace design may
not be adequately sensitive to the needs of the disabled. Although the law requires
employers that workplace are disabled friendly, the compliance may not be
forthcoming in the letter spirit.

Other Barriers Faced by Disabled Job Seekers

The obstacles in job faced by disabled applicant seeking for job will vary from
individual to individual, of course, depending on a whole set of factors.
The disability may restrict some people from doing certain jobs, and in some
cases, from any particular job. But assuming that disabled job applicants, like
most other prospective job seekers, only apply for jobs they know they can do.
The key areas of different barriers, discrimination and bias which prevent people
with disabilities from working include physical, historical and attitudinal barriers,
and these are just a few that might occur.
Physical and Communication Barriers Include
• Transport – inaccessible public transport or lack of car parking at work.
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 This can be a significant barrier for people who are visually or physically impaired.
• Physical barriers – access to the building and facilities is an issue for people
with mobility and visual impairments.
• Accessibility of information for people who are vision, learning or hearing
impaired. This includes lack of specialized equipment and low vision aids,
specialized training to use this equipment and the availability of sign language
interpreters for interviews, training and meetings.
• No awareness for the job vacancy due to lack of information regarding mode
of advertisement.
• Inaccessible online job boards, is the reason for disable persons not being
able to see it.
• The application process being inaccessible – No suitable formats in the
application form.
• The interview venue being inaccessible which includes infrastructure –
ramps, lifts, restroom, uncluttered office setup for disable persons.

Historical Barriers can include

• The disable candidate may have not had the same opportunities in terms of
education, work experience or opportunities for training as compared to
other non disable candidates.

• Prejudice by employers may mean the candidate has not been

offered remuneration and designation as high as they were capable of
ignoring their true potential.

Attitudinal Barriers in Employers can include

Attitudes: Employers’ lack of disability awareness and negative and stereotypical
attitudes towards disability. In some workplaces employees with disabilities have
been segregated from colleagues and customers.
• Interviewers’ lack of expectations, and focus on a person’s impairment rather
than on their skills and abilities.
• Colleagues’ lack of understanding and flexibility. In some cases workers
with impairments have been shunned and harassed.
• Public perceptions focusing on impairments rather than ability.
• Low self-esteem
• Overprotective families.
Stereotypes: The perceptions that people with disabilities are more likely to
have accidents and be less productive. The low expectations of the people
supporting the people with disabilities in finding work; they may stress the moral
and legal obligations of employing people rather than the benefits and skills of
people with disabilities.

• A confound perception by employer that somehow disabled applicants will

not perform as good as non-disabled applicants.

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• Employers are surrounded by myth and a wrong belief that disabled persons
are less productive, take more sick offs, won’t stay in job for a long, might
be a health and safety hazard etc. These are proven myths and are far off
from reality.
• The fear among employers that employing disabled persons will be expensive
and increase their cost in making changes in the workspace. The reality is
they only have to make few reasonable adjustments in their workspace which
cost very minimum and very easily recovered from the average productivity
of disabled workers.
• A lack of information and understanding among employers of available
assistive technology in the market.
• Lack of confidence in employing and managing disabled people among
managers, surrounded by fear of mistakes, what easy mode of training should
be provided to them.

Workplace policies and procedures

• Inadequate recruitment and selection procedures
• Recruitment agencies imposing selection bias, even though an employer
may promote an inclusive environment.
• Lack of awareness of the funding and workplace disability support available
to employers.
• Lack of flexibility around hours worked.
• Lack of flexibility to work part-time.
• Restrictive work practices which are impossible for people with some
impairments to observe.
• Support for employed people who acquire impairment.
• Lack of policy support.
Education and Training
• Unequal access to education and training, resulting in a relative lack of
employable skills.
• Lack of previous experience.
• Adequate housing, education and access to support are all interrelated with
employment. It is not possible to look for work if you do not have adequate
and reliable support at home.
Attitudinal Barriers from Disabled Applicants can include:
• Disable Candidates may have lack of confidence due to rejection they may
have faced many times on applying for job before due to their disability.

• Fear of discrimination, not being offered appropriate support, Lack of

confidence, due to upbringing in society that equates “disabled” with “not
good as other”.

• Insufficient skills to show in CV for interview and other job profiles as

compared to Non Disable.
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 How to create an Inclusive and Accessible Workplace for Inclusion: Special
Needs of Disable People –

An employer must know before hiring Employees with disability, how to create
inclusive work environment which includes developing attitude, Infrastructure,
policies and practices so that they can easily accommodate with other colleagues.

Inclusive Practices
A separate training for the persons with disability and a feedback to ensure their
understanding must be done by HRs.
• For Hearing impairments an alternate communication via sign language
interpreters should be arranged.
• For vision impairments relevant visual material along with elements for
providing verbal explanations of the same should be accessible.
• For a person with cerebral palsy who has a speech impairment, inclusion
could be done by giving them time and space to speak at his pace and taking
conscious efforts to understand what is said by paraphrasing or asking the
person to repeat.
• Disability awareness workshops should be arranged in the company that
makes all employees inclusive.
• Provide flexibility options like work-from-home or flexible work timings
to accommodate persons with disability.

Inclusive Attitude
• Respect the employee with disability and understand that he has the required
skill and education required for the job. Help him to enable with the work
environment. Never dismiss a person just because of their disability.
• Help disable employees to grow their potential avoid the habit to talk on
their behalf.
• Always assign equal responsibility and accountability for their performance
as compared to Non Disable workers.
• Implement inclusive practices and policies in the work environment.
• By effectively engaging employees, with discussions regarding disability
issues. Training to employees to enhance their understanding level and correct
misconceptions.
• Behavior Training regarding disability etiquette, tips on interacting with
people of disabilities.
• Disability awareness and sensitivity training that explore the biases, fears
and myths that creates barriers for disable employees.

Inclusive Policies

• Policies formulation can be done after a proper plan for a reasonable

accommodation as part of the overall budget to meet the requirements of
disable employees.
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• Alternative formats of communicative materials for the visually impaired
to read - e formats or brailed formats as job application form and policies
manual should be included.

Inclusive Environment
• To provide access for a disable individual applicant to participate in the job
application process.
• Create an accessible work premises with all necessary equipments and
facilities for persons with disability.
• Always conduct meetings in accessible place along with interpreters for
verbally and visually impaired employees who can explain them. This can
create inclusion for person with disability.
• Conduct employee engagement activities, outings keeping persons with
disabilities in mind in places that are accessible to them. Never create such
fun events in which they cannot participate and make barrier in inclusion.
• A team of individuals to plan and dedicate time assessing, planning and
implementing accessibility modifications at workplace.
• Seek expert advice in accessibility to act as a consultant for changes.
• Assess needs and implement changes for individuals with disabilities within
your workplace.

Inclusive Infrastructure
• Ramps, Lifts and Restroom in the office building should be accessible for
the person with disability.

• Office set should be well organized and uncluttered so that visually impaired
persons find it comfortable to walk around and access resources easily.
Areas in which modifications may occur for the disable persons include,
1) Parking Lots (handicapped parking spaces)
2) Entrances and Exits
3) Fire Alarms and Emergency Exits
4) Conference rooms and shared work space
5) Desks and Personal Work Space
6) Hallways
7) Stairwells
8) Elevators
9) Restrooms
10) Cafeterias
11) Electronic and Information Technology Accessibility which includes Web-
based intranet and internet information and applications, operating systems,
Software application, E mail and other electronic correspondence, Software
applications and operating systems, Telecommunications products, Video
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 and multimedia products, Desktop and laptops, closed products such as
calculators, printers, photo copier machines and job applications dash boards.

Benefits of Accessible Workplace

• An accessible workplace increases productivity among workers and helps
in optimum utilization of job candidates with disabilities.
• It creates a workplace culture of inclusiveness.
• It boosts morale and loyalty of other staff by creating committed diverse
workforce.
• An accessible workplace for creating job opportunities for disable people
enhances company’ image among its customer, community and suppliers.
Removing or neutralizing these barriers by providing accessible workplace,
support and accommodations to disable persons with health conditions or
impairments will help them to find employment opportunities, to stay at work,
or return to work, if absent due to an illness or injury. This is true that many
persons with disabilities are capable of working, provided their special needs
are welcome and accommodated in the workplace by employers. Few examples
of companies that have been constantly strive to modify its recruitment and
retention policies for inclusive workplace culture:

• A leading Food and agricultural company CEO Greg Page, says “The world
is becoming increasingly global, visible, and transparent. As Cargill continues
to expand worldwide, our differences—from our culture and work habits to
communication style and personal preferences—are becoming even more
essential to our business strategy. We are working hard to create an
environment in which all employees are valued and respected, including
those with disabilities. Our Disability awareness Council partners with our
company’s leadership to build and sustain a supportive culture with the
goal of employing individuals with disabilities. [2]

• “Employers in Singapore are gradually becoming more receptive to hiring

people with disabilities. They believe the reasons for their change are a
result of our improved economy, public education about the disabled and
enable fund. “ [3]

• “At AT&T Cynthia Brinkley, Senior Vice President, Talent Development &
Chief Diversity Officer says,” We know that diverse, talented, and dedicated
people are critical to our success, so we seek out individuals from diverse
backgrounds and give them opportunities to grow and develop in their
careers. We have long been a leader in providing an inclusive work
environment, offering performance-based rewards, and creating cultures of
excellence”. [4]

• A SCS subsidiary, Trusted Hub, has been employing disabled people for
several years, and we have found them to be very dedicated to their work,
much focused and very efficient. Trusted Hub is currently one of the largest
employers of disabled people. [5]

These examples show that Companies have been acknowledging that one of the
best ways to tap into the disable customer segment market is to ensure it is
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represented in your workforce. Disable workforce helps business to understand
and meet the requirements of this important and expanding customer base.
Research shows that consumers both with and without disabilities favor
businesses that employ disable people.

Activity 1
1) Explain the definition of Disability as per WHO?
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2) What are the issues, challenges and Barriers faced by Disabled Job
Seekers?
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3) How can an employer create an inclusive and accessible job environment
for persons with disability?
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19.3 GENDER DIVERSITY

Now days, Gender diversity in the organizational perspective is not only limited
to equal treatment and acknowledgement of both males and females work force
at workplace but it also include Transgender, LGBT (Sexual Minorities). Diversity
in genders adds value to a company due to the different perspectives, credentials
and backgrounds of individuals. Focusing on gender diversity in the workplace
is an essential step for building a great organization practice. Advancing and
accelerating gender diversity is a major focus area that organizations should look
to make significant development for success of true gender equality.

The global economy moves diversity to the top of the agenda. Immigration,
Worker migration (guest workers), gender and ethnic heterogeneity continue to
dramatically change the composition of the workforce. There is a growing demand
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 for equivalent authority for these workers and other groups like lesbians, gays,
bi sexual and transgendered (LGBT).

On the one hand, heterogeneous workforce has been increasing, for several well-
known reasons. Shifts in labour force participation have changed the composition
of employment in favour of women, LGBT (Sexual Minorities). New patterns
of international immigration have brought more cultural and ethnic diversity to
the organization.

Many transgender workers suffer due to lack of proper organizational support;

and competence deficits exist in supporting and welcoming transgender
employees’ needs. Research shows that Lesbian, Gay, Bisexual and Transgender
(LGBT) employees face challenges and obstacles in international position based
jobs and practices. Human resource management policies and practices require
organizations to strike a balance between opposing forces or influences. Hence
HRM policies and practices in the area of emigrant management need to be
better equipped to address entanglements of an increasingly diverse workforce.

Inclusion with Special Reference to Women

A review by Mercer exhibit in its Human Capital report: “Women are still
significantly underrepresented at all levels in the workforce worldwide. Only
60%-70% of the eligible female population participates in the global workforce,
while male participation is in the high 80’s. The disparity between female and
male representation is even higher in top management roles. Women make up
less than 5% of CEOs at Fortune 500 companies; hold less than 25% of
management roles, and just less than 19% of board roles globally [6].
Women’ ratio is still significantly disproportionate at all levels in the workforce
worldwide. Personal biasness against women in organizations can occur at each
stage of decision-making related to recruitment and selection, job role
assignments, training and promotion opportunities, pay performance evaluation.
Further, in masculine domains, a higher standard of performance is fixed up for
women compare to men. Women are often underrepresented especially at senior
positions in organizations. Managers give women fewer challenging roles, fewer
training opportunities and promotion potential compared with men. Thus, men
have a faster ascent in organizational hierarchies than women instead of fact
they have same level of qualification.
Gender stereotypes, that is, expectations of what women and men are like, and
what they should be like, are one of the most powerful projections activated
when people confront each other. A large number of corporations are queasy to
hire and promote female employees for senior positions.
Having a diverse workforce is increasingly being recognized as harmonious in
improving the firm’s performance, and also an obligation that organizations can
no longer choose to ignore. It is well recognized fact that that diversity adds both
tangible and intangible value to a company, even if it requires working through
the issues and minor costs that sometimes accompany it. Companies are
increasingly shifting to inclusion, over and beyond that of diversity.
Inflation in numbers and shares of women in the workplace may be the most
important element of diversity at the national level. In most of the world their
36 changing roles and performance have a simultaneous effect at home well as their
work. Employers are beginning to realize that women are playing an increasing
important role in today’s economy hence, gender diversity is vital to any
workplace. Organizations are incorporating inclusive work culture and taking
actions to address gender diversity issue to get the business gain.

Those Gender-Diverse teams which include women perform better than single-
gender teams for several reasons:
• Generally in gender diverse teams, Men and Women have different overview,
perspective, observation, ideas and market perception, which facilitate better
decision making and better performance at the business unit level.

• A gender-diverse workforce provides easier access to resources, such as

broad credit sources, various sources of information, and deeper industry
knowledge. It helps in building diverse customer base at company.

• Gender diversity helps companies in engagement and retention of talented

women. Companies cannot afford to ignore women who comprise half of
the potential workforce and helps to be a competitive player in the global
economy.

• Gender Diversity improves branding which is more impressive today than

ever before. How your brand image is represented to your customers, your
employees, your investors and your future talent pool is a key definer of
overall success.

• Every individual have different talent, trait and skill to represent at an

organization, without this diverse attribute businesses wouldn’t develop,
adapt, innovate and progress. If an organization eliminates, decreases or
not engage female workforce within a workplace it will probably lose out
half of the talent pool available, and the unique talent and skill that female
workers can bring from entry level through to boardroom.

For these reasons organization these days making gender diversity a priority.
The key to achieve gender diverse workforce balance is Inclusion.

Barriers to Inclusion: Glass Ceiling

Definition: The Federal Glass Ceiling Commission explained the term glass
ceiling as “the unseen, yet non breakable barrier that keeps minorities and women
from growing to the upper level of the corporate hierarchy, regardless of their
credentials, qualifications or achievements.

It is referred glass because it is usually not a visible boundary, and a woman may
not be familiar of its existence until she “hits” the barrier. The invisible hindrance
women generally faces when they attain mid-management positions. In theory,
nothing prevents a woman from being promoted, but women can see the higher
they step in the organizational hierarchy, the less promotions, pay raises, and
opportunities they get in comparison they should have due to invisible obstacles
that prevent them from rising further.

The phrase ‘Glass Ceiling’ refers to a hidden barrier that prevents someone from
accomplishing further success. Glass ceilings are most often observed in the
organizations and are usually a barrier to achieving power and success equal to
37
 that of a more assertive employees group. A woman who has better skills, talent,
credentials and education than her male colleague but is obviously being passed
over for promotions due to her gender is a better example to explain this term.

Gender Pay Gap: The gender pay gap is generally the difference between pay
earnings of male and female. As of April 2016, the wage gap in the United States
was “79 cents for every dollar paid to men, amounting to an annual gender wage
gap $10,762”.[7]

Glass Escalator: It can be defined as how more men are joining female dominated
areas, such as health care sector jobs and elementary school teaching. Within
these job responsibilities, the men are skipping right past women to reach the
top. Similarly to if they were on an escalator and a woman was stepping each
stair to progress in her career for promotion. Men are being offered more
promotions than women although women have worked just as hard, they are still
not being getting offered the same chances as men are in few situations termed
as glass escalator.

Sticky Floor: The “sticky floor” refers to women who accept low-pay, less
promotional positions such as junior clerical and assistants, healthcare, childcare
jobs. Sticky floors can be described as the arrangement that women are, compared
to men, less likely to start to move up the job and career ladder. Thereby, this
circumstance is related to gender differences at the bottom of the wage distribution.

Obstacles and Barriers Arise Due To:

Prejudice: Men are promoted for their career advancement and in pay more
quickly than women with equivalent qualification and achievements.

Resistance to Women’s Leadership: People view successful female managers

as more deceptive, tough, egoistic, and hard to take than successful male managers.

Leadership Style Issues: Many female leaders struggle to harmonize qualities

people prefer in women such as compassion for others rather than with qualities
like assertion and control which people think leaders need to succeed.

Family Demands: Women are still the ones who break off their careers to handle
family responsibilities. Due to overloaded work, they left with less time to engage
in the social networking essential for career growth advancement.

Pay Inequity. The higher up the ladder female go the greater difference between
male and female wages they find.

Less Experience in the Workforce due to childbirth in employment span most

women are not able to return to the level of profile and pay they held before their
pregnancy stage and are often not kept in the loop during their absence.

Part-Time Workforce Women comprise the bulk of the part-time workers

thereby they gain low hourly rates and less accumulated superannuation.

Gender Role Orientation: It has been experience that the work organizations
tacitly approve and promote that the working women accept submissive and non
leadership roles and men main leader roles.

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Gender Stereotyping(s): Stereotypes and perceptions of Indian women in the
workplace appear to have a significant negative impact on the position of working
managers. The study suggests that male Indian managers are viewed,
stereotypically as working in the areas of sales, marketing and production. Being
good leaders, bosses and decision makers and handling challenging assignments.
On the other hand Indian women are viewed as working in HR and administrative
positions at low to junior levels and in field such as fashion and beauty.

Sexual Harassment: The career woman is often seen as an object by the male
co-workers. Work place harassment occurs in many forms ranging from taunts/
comments to actual physical transgressions.

Queen Bee Syndrome: Sometimes women managers do not promote women

employees. This is a big irony because man promotes man but women might not
promote women even though they are from the same gender.

Workplace Incivility: Many a times, it happens that the working women are
not given the due respect and care they deserve from their male co-workers. This
is because many of the male co-workers have the same psychology and mental
conditioning that the women occupy a subjugated position both at home and
beyond.

Sticky Floor Effect: If a women reaches at a managerial position or a leadership

positions she is not adequately compensated. The main reason behind this is that
because there is lack of alternative job offers available to such career woman in
comparison to men.

Overcoming the Barriers

Career practitioners, HR Professionals and Top level Managers are actively
participating in building strategies that can help women to break the glass ceiling,
by pass men moving up the glass escalator, or help them avoid falling from the
glass cliff. Few of them are:

Professional Networking: Join a professional industry-related association to

keep advance with your career field and to meet new professionals. Gain more
visibility by volunteering to serve on the board meetings or annual conferences.
It is also important to expand network outside and within organization to increase
visibility and understand what is going on in other areas of the company.

Guidance of Mentor or Sponsor: A mentor can help guide, connect with other
influential people, and help to overcome the hurdles on the way to the top. Typical
areas where a mentor can help for development include time management, stress
management, prioritizing, teamwork, and communication skills.

Self Promotion: Self-promotion is one of the most important attributes for getting
ahead, but should also learn to share the skill of your talents and successes.

Helping Drop Outs Women: For women who decide to take break from her
career/workplace to raise children or care for elderly parents, career practitioners
can help them create a plan to maintain marketability while taking time off from
full time employment. Organization encourages HR Professionals to stay in
contact with former colleagues and maintain membership in professional
39
 association, to help them explore volunteer options for contractual or part-time
to keep their skills up-to-date.

Women’ Empowerment
Inclusive organizations focus on attracting, evolving, and advancing women and
underrepresented populations by removing obstruction, gaining stakeholder buy-
in, creating inclusive leaders, and developing events for growth.

While this is important for organizations, regardless of women empowerment,

an organization that fosters an inclusive policies and friendly culture where the
co-workers can share easy relationships, work closely with each other, and
collaborate both on a personal and professional levels helps women to interact
across genders without a fear of being unaccepted or judged.

Entrusting in women delivers high social and economic returns. More importantly,
it’s also the right thing to do. For too long, women faced biasness in equal pay
for equal work. Too many times, male hiring managers have ignored qualified
women for C-Suite positions – CEO, CFO, CTO etc. Too frequently, capital
based venture firms have ignored potential of female entrepreneurs. An inclusive
organization focuses on women empowerment by creating more women in
management positions, female investors and entrepreneurs.

Few organizations that follow their individual ways, in promotion of gender

equality in their work culture are doing much more endeavor to end inequality
against women. By empowering women, they’re expanding opportunities for
women within organizations for their growth.

19.4 TRANSGENDER AND LGBT INCLUSION

Lesbian, Gay, Bisexual, Transgender (LGBT) employees comprise one of the
largest, but least studied minority groups in the workforce. Issues related to lesbian,
gay, bisexual, and transgender (LGBT) people such as workplace inclusion,
creation of EAG (Employee Affinity Groups), and Diversity initiatives for LGBT
community are being addressed in organizations more often now than ever before.
A lack of LGBT supportiveness, instead, reduces the size of the talent pool
available for recruiting. While, the major challenges to be studied for the LGBT
movement include the lack of an umbrella organization, lack of understanding
within the LGBT community and a lack of unity due in part because of class
differences.

In a study it was found that, in some countries or regions, being open about one’s
sexual orientation – transgender or homosexual identity entail a significantly
lower chance to receive a positive response following a job interview. In addition,
the experience of heterosexism results in low psychological health and unexpected
issues pertaining to work-associated outcomes which could be related to formal
or informal discrimination related to career, discomfort at workplace. They could
witness homophobic incidents, an increased focus on their own identity
management strategies, and distraction from workplace.

Some studies theorize that gay and lesbian youths find less role models as
managers, supervisors and in leadership roles at their workplaces. As a

40
consequence, valuable psychological and motivational resources are missing for
them. Hence, individual strategies for identity management need to be taken up
for them.

Some studies about bisexual people show that this group often faces dual
discrimination and exclusion: both from heterosexual and homosexual
communities. As a result, bisexual people hide their sexual orientation at the
workplace more comparatively heterosexual and homosexual.

Today’s most successful businesses are admitting the value of transgender workers
as an essential aspect of corporate diversity and inclusion drives. Human
Resources and Diversity professionals have discovered that a meaningful
transgender system can readily be incorporated into an existing Diversity &
Inclusive program to achieve success. Organizations are also finding that
transgender issues come with presumption that require specific attention and
necessitate new changes to achieve an inclusive workplace.

In Historical times, lesbian, gay, bisexual and transgender (LGBT) people have
been heavily disgraced, harassed and discriminated. However, now most western
countries have made appreciable moves to afford legal rights for them.

Earlier, Gender identity and orientation are the issues that are not openly discussed
in Indian culture/Society or at the workplace. For many parts of Indian society
and culture LGBT identity has been seen as an evil of foreign countries– with
the common held belief that LGBT individuals did not exist in Indian history
and culture but came from western influence.

Having sexual Orientation/ gender identity on the company’ anti harassment

policy means that they are protected against overt/covert discrimination/abuse/
harassment/ for being LGBT. They have the right to report their colleagues /
Managers to the relevant HR authorities if they feel they are being targeted,
harassed or discriminated because of their gender identity. The policy is also
supposed to protect them against any repercussion for making such a complaint.
Google, Microsoft, IBM, Goldman Sachs, JP Morgan, Cisco, Citibank, etc and
some Indian firms such as Wipro, TCS, Infosys and Mind Tree have sexual
orientation on their anti – harassment policy. Still gender identity is not covered
by many of them.

Definition
Transgender is an umbrella term for persons whose gender identity, expression
are behavior does not confirm to that typically associated with the gender to
which they were assigned at birth. Gender identity refers to a person’s internal
sense of being male, female or other; gender expression refers to the way a person
communicates gender identity to others through behavior, attire, hairstyle and
expression of body.

“Trans” is sometimes used as shorthand for “transgender.” While transgender is

generally a good term to use, not everyone whose appearance or behavior is
gender-nonconforming will identify as a transgender person. The ways that
transgender people are talked about in popular culture, academia and science are
constantly changing, particularly as individuals’ awareness, knowledge and
openness about transgender people and their experiences grow. [8]
41
 How to make Welcoming and Inclusive workplace for Transgender and
LGBT employees:

LGBT inclusion can be attained by creating a place which provides Safety,

Acceptance and Equality, ensuring safety from harassment, bullying and violence,
acceptance in fostering understanding, building relationship, and equality to
ensure respect.

LGBT supportive policies leads to less discrimination, openness at workplace

leads to positive business relationship, greater commitment and positive
workplace behavior and attitudes.

Hence, HR Professionals should implement policies for equal treatment of all

employees and maintain their dignity and respect. This is essential in Human
Resource Development (HRD) which makes a workplace happier for higher
growth and satisfaction as well creates a diversified and inclusive workplace for
all employees’ especially sexual minorities (LGBT) who are facing it from a
long time.

Few guidelines which can be followed within an organization for creating an

inclusive workplace are:
• Avoid making presumptions about gender identity or sexual orientation.
• Respect a person’s identification and self-label, and respect a person’s name
and pronunciation. Practice offering your own pronouns when you meet
new people.
• Engage transgender person in conversation and get to know them as you
would anyone rather than assuming he wants to discuss only about trans
issues. Educate more about transgender identity and gender diversity with
resources available.
• Don’t label “lesbian, gay, bisexual, and transgender” if you are only talking
about sexuality. Recognize that a person can identify with more than one of
those labels of sexual orientation.
• Review and frame transgender inclusive policies and procedures at
workplace.
• Designate gender neutral bathroom(s) and label all bathrooms in a
welcoming way with proper signs at space point the way to all bathroom
options.
• Do continuing education to employees specifically on transgender issues
and gender diversity - showing film and discussion.
• Learn about local and federal laws and how to implement them to make
workplace inclusive. e.g., non-discrimination policies around employment
-name changes; and gender marker changes
• Follow the leadership of local and national transgender organizations non –
discrimination and anti – harassment policies include “Gender Identity or
Expression”.
• Prohibit discrimination against transgender employees by including “gender
identity or expression”.
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The Inclusive Workplace: The Practice Model
Box 19.1 Provides a summary illustration of the main barriers and benefits of
implementing the inclusive workplace [9].

Box 19.1: Barriers and Benefits of Inclusion

Benefits
Barriers Individuals Organization
• Discrimination • Access to advancement • Business growth and
• Prejudice and job promotions. productivity.

• Perception of • Improved income and • Cost savings (e.g. lower

threat to job benefits turnover, less
security • More decision-making absenteeism).
power. • Positive image with
employees, customers
and financial institution.

The Inclusion Achievement Model

Chart 18.1: Relation between diversity and inclusion

Competitive Advantage: Low Competitive Advantage: High

Collaboration: Low Collaboration: High
Morale: Low Morale: High
High Engagement: Low Engagement: High
Retention: Low Retention: High

A D
Diversity
B C

Competitive Advantage: Average Competitive Advantage: Low

Collaboration: Average Collaboration: Low
Low Morale: Average Morale: High
Engagement: Average Engagement: High
Retention: Average Retention: High

Low Inclusion High

The chart 19.1: Shows the Relationship between Diversity and Inclusion

The upper left quadrant (A) shows high diversity but low inclusion. The lower
left quadrant (B) represents low diversity and low inclusion. The bottom right
quadrant (C) shows high inclusion but low diversity. Quadrant (D) shows high
inclusion and high diversity.
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 Organizations that practice inclusion as well as diversity are able to experience
high levels of collaboration, engagement and retention which provide a
competitive advantage. [10]

Activity 2
1) Explain the reasons why these days importance of women in gender
diverse team increasing?
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................
2) What are the barriers and obstacles for women at organizational level?
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................
3) What is Women Empowerment?
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................
4) Define the term “Transgender”?
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................
5) How HR can make Inclusive and welcoming work environment for
LGBT and Minorities?
...............................................................................................................
...............................................................................................................
...............................................................................................................
...............................................................................................................

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19.5 SUMMARY
Attempts have been made by the corporate sector to enhance and improve the
gender disparity and unequal power distribution. Many companies, in fact, have
employed measures such as crèches, flexi-time, refresher programs, orientation
on company policies for Women and Minorities, Transgender, LGBT Community
only scratch the surface of the real problems. However, there is need and
requirement for increased awareness for the contribution of women and the need
to nurture their talent at the workplace.

Organizations are realizing, Persons with disabilities constitute a significant group

which has the potential to contribute in a meaningful way to organizational
performance if the right opportunities are made available. They can be reliable
and productive employees who have the ability to acquire the necessary training,
skills and expertise to perform a variety of jobs.

There is need for gender sensitization. There is need for gender equity training.
This must be done by the work organizations. This should not be seen extravagant
cost. This should be seen as an opportunity for job retention for female employees
and LGBT group because as it will enhance job satisfaction and reduce job stress.
Women and LGBT employees must be seen as an asset. It is a known fact that
women and LGBT employees provide more value altruism, team building, and
reliability in work than men.

Gender sensitization can be done by organizing seminars on women and LGBT

equality, etc. There should be projected effort to break and dissolve glass ceiling
and sticky floor. This can be done by having special women and HR cell within
the work organizations who must emphasize their policy of inclusive growth.
Moreover, certain facilities for making the lives of women and transgender must
be provided by the work organization such cab pickup, ATM machines, works
from home etc. All this should be seen as an investment towards an inclusive
growth system.

19.6 SELF-ASSESSMENT QUESTIONS

1) What is inclusion and why organization inclusiveness important these days?
2) Explain Disability and how can an employer create inclusive and accessible
workplace for them?
3) Explain gender diversity and why there is a need for gender diverse teams
these days arising at organizations?
4) What kinds of barriers and obstacles women are facing at their workplaces
and how can they overcome those set barriers?
5) What is Glass Ceiling and Women’ Empowerment?
6) Explain the definition of Transgendered and LGBT? Why there is a need to
include this group in workforce at organizational level?
7) How HRs can make inclusive and welcoming work environment for
Transgendered and LGTB group?

45
 19.7 FURTHER READINGS
Luthans, Fred (2016), Organistional Behaviour, McGrawHill Publications, Indian
Edition.
Robbins, Stephens P (2014), Organisational Behaviour, Pearson Publications,
Indian Edition.

References
WHO Disabilities. (n.d.). http://www.who.int/topics/disabilities/en/
Employment of persons with disabilities - United ... (n.d.) http://www.un.org/
disabilities/documents/toolaction/employmentfs.pdf
Leading Practices on Disability Inclusion - US Chamber of Commerce; https://
www.uschamber.com/sites/default/files/legacy/reports/Disability_final_v2.pdf
When Women Thrive Businesses Thrive - Mercer; http://www.mercer.com/
content/dam/mmc-web/Files/Gender-Diversity-When-women-thrive-businesses-
thrive-Mercer.pdf
Glass ceiling - Wikipedia;https://en.wikipedia.org/wiki/Glass_ceiling
Meier & Labuski, 2013; Gender identity - American Psychological Association
https://www.apa.org/pi/lgbt/resources/sexuality-definitions.pdf
Michalle E. Mor Barak; 2013; Managing Diversity – toward a globally inclusive
workplace;
Berlitz ;Inclusive Leadership: Critical for a Competitive Advantage http://
www. b erl i t z. co m /S i t eDat a/d o cs/ Berl i t z WP I/ 2b 6 d d 53 1 f5ed 2 3d 1 /
BerlitzWP_InclusiveLeadershipFinal.pdf

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