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// EDITOR ’ S QUESTION ?
MARK ACKERMAN , AREA VP , MIDDLE EAST AND AFRICA , SERVICENOW
F rom corporate balance sheets to national and global economies , the jury is in . Economic advantages are the result of inclusive policies ; and losses persist for those that have not started their ‘ diversity , inclusion and belonging ’ (‘ DIB ’) journeys . As a case in point , in the Middle East and North Africa ( MENA ) region , PwC estimated last year that legal and social barriers to female participation in workforces represent an annual GDP loss of US $ 575 billion . A paltry 56 % of women believe they have been assessed on a par with their male colleagues when up for a promotion and two thirds are in favour of government intervention in the private sector on issues of gender diversity .
Change will not happen on its own . Business leaders need to commit to a new era of DIB to usher in the prosperity that can result from the welcoming workplace . Here are five pillars around which such efforts should be organised .
1 . Workforce training
To ensure DIB , digital learning tools must engage participants with interactive formats that equip every employee – from the regional office to the global leadership team – with actionable tips they can apply to their everyday interactions with colleagues . As much as possible , learning platforms should emulate real life and allow trainees to apply what they have learned to relevant scenarios .
2 . Equity for all
All of us have a need to feel equal to our colleagues and that should be reflected in an inclusive environment . Fairness and respect should emanate from DIB programmes and create an atmosphere of equity across the entire employment lifecycle , from interviews to onboarding and onward through career progression to offboarding .
3 . Giving employees a voice
One of the challenges associated with building inclusive cultures is that it only takes one bad experience for an employee to feel that they do not belong , but it takes constant effort on the part of a diverse , focused team to make everyone feel like they do belong . To make such an environment function long term requires feedback . That is where listening will matter most . Organisations must construct safe places where the open exchange of perspectives can occur . Frank , respectful dialogue is essential to a DIB culture .
4 . Recruiting and career advancement
In the years to come , the region ’ s top talent will gravitate towards great workplaces . They will expect DIB to be a given . Considering the diverse nature of the Gulf Co-operation Council ( GCC ) and wider Middle East , those that prioritise the recruitment , development and retention of that talent will also have to prioritise inclusive practices .
5 . Lobbying for good
DIB leaders must set examples , both inside their organisations and outside . They should be advocates for ‘ bringing our whole selves to work ’ and be well-versed in the issues surrounding diversity , inclusion and belonging , so they can explain to others what it means to blur the line between the personal and professional and what the benefits of such approaches are .
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ORGANISATIONS MUST CONSTRUCT SAFE PLACES WHERE THE OPEN EXCHANGE OF PERSPECTIVES CAN OCCUR .
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