With human resource practices evolving seamlessly in recent times, adopting effective transitions in the diversity and inclusion model opens up seamless opportunities in the organisational space.
FREMONT, CA: With the advent of the pandemic, workplaces and patterns have undergone a multi-dimensional transformation in recent years and are anticipated to remain in the new normal phase in the future. As a result, diversity and inclusion (D&I) in the workplace have transitioned seamlessly, impacting work cultures for a more effective evolution. One such innovative approach developed during the global lockdown period is remote working, especially to cope with economic recessions around the world.
Businesses are critically reconsidering updating and revamping their D&I initiatives in the work culture, offering a more appreciated and valued work culture for employees in the company. The success rate of organisations highly relies on employee satisfaction, and adopting effective diversity and inclusion strategies offers effective growth opportunities accordingly.
One such effective approach is an evolution towards a remote workforce model in business, developed as an effective alternative to tackle the pandemic outbreak globally. To tackle the global lockdown challenges and their impact on industries, enterprises have made a paradigm shift towards the work-from-home model, which is anticipated to remain in practice in the future. Hence, nearly 50 per cent and above of the working population are opting for remote or flexible work models in the current scenario.
Meanwhile, varied employees are acquainted with different living conditions; say, a working woman has to balance her home and work lives. Alongside this, access to health facilities also varies based on internet availability and geographical locations, with a lack of quiet space for employees to work focussed, causing communication gaps. Wherein, figuring out these potential challenges and tackling them in real time enables the effective bridging of gaps in an organisation, minimising the hindrances in a distributed model.
Awareness regarding diverse gender identities and expressions has gained monumental significance in recent years. As a result, enterprises are adopting effective inclusive practices like enabling access to gender-neutral restrooms and providing employee health benefits for transitioning individuals. In addition, businesses are creating awareness via inclusive language for gender non-binary and transgender employees.
The working population in an organisation is generally diverse, inclusive of five varied generations—the silent generation (1928–45), baby boomers (1946–64), generation X (1965–80), millennials (1981–96), and generation Z (born since 1997)—each holding unique expectations over their professional lives, be they life experiences, voices, or skill sets. Employers, HR managers, and leaders of businesses ought to remain well aware of the attributes and abilities of the generations and deploy distinct strategies accordingly to cater to and celebrate employees of varied generations.
