It's a way of diagnosing organizational issues with concern for the person at the center of the inquiry. The starting point is caring curiosity.Ĭaring curiosity is both the art and science of asking questions with genuine concern for the individual and with the intent of getting at the root cause of a problem or situation. In other words, they must think holistically about workers' mental, physical, emotional, career, and financial health. It is no longer sufficient to simply care about one aspect of an employee's experience-talent development and HR professionals, and leaders in general, must tend to the total employee experience. Companies must forge a better alignment between those two critical areas. Those are just two examples of many that illustrate the compartmentalized way that most leaders and organizational cultures think about employee engagement and inclusion.
When viewed through a DEI lens, certain patterns of data-informed insights-for instance, disparities in pay or promotion rates-may emerge that can help ensure an organization adequately addresses the talent challenge for the entire employee population.
After all, great leadership is inclusive leadership.Īs another example, companies oftentimes don't diagnose certain talent challenges-such as turnover or succession planning-through the lens of diversity, equity, and inclusion. While there may be some nuances to managing people or projects in a specific corporate or organizational environment, in general, leadership courses should be more integrated into inclusive leadership training.
For example, leaders may have to attend a Management 101 or Leading People course and then separately attend a training program on inclusive leadership. One notable example is how most companies conduct L&D. In most organizations today, employee engagement is disconnected from inclusion strategies. What if the solution, in part, was to dissect, understand, and better implement changes that drive both greater engagement and inclusion, thereby increasing an employee's overall sense of well-being and emotional commitment to their employer? The great disconnect Far from simply remaining disengaged in a company that does not value them, workers are now opting to leave in droves, a trend that has resulted in one of the tightest labor markets in many years. In fact, if the Great Resignation has shown us anything, it's that employees will no longer passively stay at organizations where they do not feel truly valued, heard, and respected. The interconnectedness between engagement and inclusion is one that talent development professionals have not widely explored.
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