A team that’s bought into belonging will communicate the right messages to attract diverse talent
Most professionals understand that belonging is a basic human need, and that need is far more nuanced than diversity metrics or inclusion initiatives. Throughout the business community, it’s also becoming apparent that cultural fit is a poor way to create a sense of belonging – it often serves as a coded way to reinforce biases and avoid diversity altogether. But belying these two realizations is a single concept that’s absolutely necessary for transformational inclusion in any workplace – buy-in.
Why buy-in matters
In early 2018, Nike saw a mass exodus of male executives after several female employees went public about the company’s toxic and sexist work culture. This was a shocking development for fans and analysts, as Nike has always cloaked itself in the sheen of equality, championing male and female athletes in its advertisements and endorsements. But there was a lack of buy-in internally that upended its executive lineup.
At Nike, women were permitted seats at the table but denied power and a chance to contribute meaningfully. If there was a C-suite full of executives who’d bought into the value of belonging, this never would’ve happened. Instead, Nike became a prime example of what happens when leaders fail to understand what it takes to diversify their teams.
So, what does buy-in look like? It’s much more than a press conference or a public statement, and it’s deeper than onboarding a diversity executive to shoulder the burden of cleaning up a toxic culture. Buy-in means:
- Executives are constantly aware of, and working on, company diversity and inclusion initiatives.
- Executives know the numbers – they understand their progress on this issue…or the lack thereof.
- Executives get personally involved, leading committees and task forces that are committed to changing the culture.
- Executives create opportunities for employees to share feedback and offer ideas. Improving culture means seeking input from the people most affected by these changes.
Buy-in isn’t exclusive to the C-suite
Even if the leaders in the C-suite buy into transformational inclusion, they aren’t the ones making the day-to-day hiring decisions. They aren’t conducting interviews, screening applicants, or writing job descriptions. These responsibilities fall on the mid-level managers, and if they too aren’t bought in, the C-suite’s good intentions will only trickle down so far. It’s crucial that companies help employees at all levels understand the benefits of inclusion, the realities of what inclusion looks like, and ways to overcome their unconscious biases.
How to message your inclusion efforts
To solidify buy-in at all levels, you have to communicate your company’s work to internal employees and diverse candidates in a way that’s authentic.
For employees, create internal resources where they can review the statistics, access helpful resources, and understand how these initiatives are helping the company. The more information you provide, the better. You could use an internal site, newsletters, and announcements to get the news to as many employees as possible.
For potential applicants, create a page on your external website to share crucial data about your hiring practices and company makeup. You can also release short-form videos via social media, showcasing employees from different backgrounds and at different levels.
And, as you pull your branding together to send out messaging about inclusion in your organization, remember to be transparent. Be honest about your results and hold yourself publicly accountable. Also, recognize the complexity of what diversity means and set goals that aren’t superficial. Focus on inspiring real change. Lastly, work long-term to ensure that inclusion isn’t a special effort; make it part of your permanent culture.
Real cultural transformation requires buy-in from everyone – the C-suite, employees at all levels, and even the potential hires who’ve yet to join your company. With total buy-in and strong messaging about your action plan, you can show that you’re living these values. You can do more than diversify – you can ensure everyone feels that they belong.