The big impact of workplace inclusivity

Unlocking the secrets to a successful workplace has long been the pursuit of managers and executives worldwide. But could something as simple as diversity and inclusivity be the key?

As the world becomes more interconnected and diverse, businesses that embrace diversity, equity and inclusion (DEI) policies are poised to ride the wave of change and succeed in an ever-evolving business landscape.

YTM Raja Datuk Seri Eleena Almarhum Sultan Azlan Muhibbuddin Shah Al-Maghfur-lah, a non-independent non-executive director at Gamuda Bhd, says: “DEI in businesses gives us the flexibility and insights to understand people’s power and what we need as things evolve. It allows us to hire the right talent for the right job from a diverse pool of individuals.

“The team becomes more productive and efficient because people come from different backgrounds and experiences.”

Businesses that have inclusive teams can effectively solve problems faster, as this dynamic approach enables them to be more flexible and swifter in their decision-making.

A new approach to the workplace

A DEI policy provides a framework to create a more inclusive workplace environment where all individuals feel valued and respected, regardless of their background or differences, such as race, ethnicity, gender, age, sexual orientation, religion, disability and socio-economic status.

Every individual can bring his or her authentic self to the table and feel included, heard and supported. In fact, millennials and Generation Z job seekers prioritise these factors when choosing a job.

Anne Abraham, founder of LeadWomen, a social enterprise focusing on women’s empowerment and wider DEI work in corporate Malaysia, says: “One clear shift we have observed post-pandemic is that employees would like to see their leaders have more traits that include empathy, inclusivity and collaboration. This reflects both the changing needs and appreciation of diverse leadership prototypes.

“Another would be a focus on inclusive leadership as workplaces become more equitable and gender becomes negligible. For context, Singapore has outlined inclusivity as a future work skill.”

Unlocking the full potential of those on the autism spectrum

For instance, hiring individuals on the autism spectrum can help create a more empathetic workplace culture. People with autism may perceive things differently from neurotypical individuals, which can lead to unique viewpoints and ideas.

It can also provide independence and empowerment for the individuals themselves. Many people with autism face challenges in finding and maintaining employment, and being hired can give a sense of life purpose and fulfilment.

Sometimes, however, communication, a change in routine, sensory issues and unexpected events can cause anxiety and stress in these individuals. This is where proper training in the workplace is essential to supporting employees with autism as they navigate the challenges.

Gamuda’s Enabling Academy’s (EA) Employment Transition Programme (ETP) helps individuals with autism develop essential soft skills and practical abilities for sustainable employment.

So far, EA has trained 11 batches (more than 96 individuals) of young adults with autism, with 82% of its graduates securing and retaining jobs at partner companies for at least a year. Currently, five EA graduates are part of Uniqlo Malaysia’s workforce.

Evelyn Tan, Uniqlo Malaysia’s director of sustainability, says: “In the retail industry, attention to detail, customer service and organisational skills are important. Graduates from the Enabling Academy whom Uniqlo hired are good in these areas and bring different perspectives to tasks such as inventory management and customer support.”

Tan adds that by working with EA, Uniqlo Malaysia managed to develop a simple yet comprehensive retail training programme for persons with disabilities (PWDs) seeking employment in the industry.

Starting early, starting strong

Gender inclusivity is another crucial aspect of DEI policies; it ensures that all individuals, regardless of their gender identity, have equal opportunities for growth and advancement.

This includes promoting female empowerment by providing opportunities for women to take on leadership roles, have equal pay at work and create a supportive environment that encourages active participation at the management level.

In April 2021, the Malaysian Code on Corporate Governance (MCCG) was revised to include women’s participation in decision-making positions, both for board positions and senior management.

Recognising the significance of assisting the career development of young female employees, the Gamuda Women Empowerment Network (GWEN) was launched in 2018. The key to ensuring that they have the necessary tools and resources to advance in their careers is to start them at an early stage in their careers.

Through mentorship programmes and networking opportunities, GWEN assists young women in developing their leadership abilities and gaining valuable field experience. These opportunities allow young women to build relationships with colleagues and industry professionals, thus enhancing their visibility in the organisation and beyond, leading to new opportunities and career advancement.

In addition, scholarships with a strong emphasis on STEM (science, technology, engineering and maths) are a proven way of building a future pipeline of women in the workforce. Since inception, the Gamuda Scholarship has awarded close to 50% of its scholarships to female students, who have gone on to build their careers in Gamuda as engineers and architects, with some in executive director positions today.

Gamuda’s commitment to professional development and growth was recognised by the prestigious UN Women 2022 Malaysia WEPs (Women’s Empowerment Principles) award under the Gender-Inclusive Workplace category. Women’s representation on Gamuda’s board of directors stands at 57%, far higher than the national average of 26% in the country’s top 100 public-listed companies.

Challenges to promoting inclusivity in the workplace

Implementing DEI policies cannot happen overnight, and achieving equity and equitability in an organisation requires far more than simply modifying an aspect of a company’s existing system.

Employees look to their leaders to set the tone for organisational change, so the top management of an organisation must first embrace equity and inclusion, says Abraham.

“Humans are highly visual, so change needs to be clearly and consistently defined, quantified and modelled to convince them that inclusion is a business priority and that there is sufficient attention, accountability and commitment to this initiative. Seeing this exemplified by their leaders confirms that and is a powerful driver for change,” she adds.

Abraham says, however, that companies worldwide face many challenges when implementing DEI policies because of a lack of reliable data, which makes it difficult to convince top management to buy into the DEI idea in order to tackle organisational indifference and resistance to such policies that are necessary to effect change.

Despite the roadblocks to promoting inclusivity in the workplace, it is incumbent upon everyone — both employers and employees — to actively work towards embracing diversity, equity and inclusion. This is a top priority that cannot be neglected because what is essential in the end is creating a welcoming environment that benefits everyone.