The inclusive organization

The book by Netta Jenkins’ - The Inclusive Organization - addresses how businesses understand and implement diversity, equity, and inclusion (DEI) initiatives. Through extensive research, she discovered that despite companies investing heavily in inclusion training, employees still do not know how to drive inclusivity efforts effectively. Jenkins observed that even though DEI leaders and HR professionals were actively engaged in inclusive efforts, the majority of employees remained unsure how to contribute.

The central goal of The Inclusive Organization is to empower individuals at every level within a company to contribute to a culture of inclusion. Jenkins notes that DEI initiatives often fail because they are not actionable or practical for the everyday employee. Her book provides concrete steps that employees and leaders alike can use to improve inclusivity. Jenkins’ intentionality is evident in the way she closes each chapter with exercises designed to help readers reflect on the material and take immediate action within their organisations. For her, this is not just about reading but about driving real change through measurable actions.

Drawing on over 15 years of experience in the DEI field, Jenkins' insights come from both personal experiences and professional observations. Her own childhood experiences shaped her desire to help others and drive systemic change. In the book, Jenkins highlights the importance of early education on inclusion and how personal experiences influence professional behaviour.

One of the key themes in The Inclusive Organization is dismantling common misconceptions about DEI. For example, Jenkins points out that many organisations believe DEI leaders do not need a dedicated team or budget. This is a major misstep. DEI, like any other department, requires resources to function effectively. Jenkins emphasises that DEI leaders should be supported with comparable budgets to other departments and given headcount to manage. This level of preparation, she argues, is essential for meaningful progress.

Another misconception Jenkins addresses is the idea that passion for DEI is enough to lead these efforts. While passion is important, so are specific skills and expertise. Jenkins explains that effective DEI leaders need to possess traits like creative problem-solving, strategic risk-taking, and empathy. Without this specialised skill set, companies risk appointing individuals who lack the tools to drive lasting change. Jenkins calls for a rigorous vetting process for DEI leaders, similar to how organisations screen for other executive roles.

The relationship between DEI and human resources (HR) is another area Jenkins covers in her book. While HR and DEI must collaborate, Jenkins advocates for DEI to be its own department, reporting directly to the CEO or COO. This structure provides the visibility and autonomy DEI leaders need to drive initiatives without being perceived as an extension of HR, which employees often see as protecting the company rather than advocating for them. This independence fosters trust and creates a safe space for employees to engage with DEI efforts.

Jenkins also challenges the notion that DEI is only about race and gender. She highlights how DEI is about removing barriers for all employees, regardless of their background or experiences. It’s about creating environments where everyone can thrive and rise equitably within the organisation. This is a much broader and more inclusive vision of DEI, one that tackles systemic challenges affecting various marginalised groups, not just those based on race or gender.

In terms of practical tools, Jenkins discusses Aerodei, a platform designed to help organisations measure the inclusive contributions of every employee. The platform provides key performance indicators (KPIs) and automatically assigns goals to employees, ensuring everyone has clear steps to drive inclusivity. This tool allows DEI leaders to track progress in real-time and see how well their organisation is performing against its own benchmarks. It’s a gamified approach to accountability, where employees can gain points for their actions, but more importantly, see the tangible impact they are making.

Jenkins also explores the limitations of company surveys in assessing DEI progress. She notes that surveys can be misleading if they only reflect the views of the majority, leaving out the experiences of minority groups. High satisfaction percentages may mask the concerns of marginalised employees, whose negative experiences might be drowned out by the majority’s positive responses. Jenkins advocates for using third-party vendors to conduct focus groups, which can provide a more nuanced understanding of employee experiences. This helps mitigate the risk of skewed data and ensures a more accurate reflection of organisational dynamics.

At the core of Jenkins’ book is her 3P DEI framework: People, Practice, and Product. This framework highlights the need to focus on employees, institutional practices, and the tools (products) needed to measure and sustain inclusivity. Jenkins explains that DEI must be embedded in the very fabric of an organisation—its people and its daily practices—while also supported by effective tools that track progress without bias. By focusing on these three areas, companies can create a more productive, equitable, and inclusive work environment.

Jenkins’ personal experiences, including her hidden disability of partial deafness, have shaped her DEI work. She reflects on how these challenges have given her insight into the unseen barriers that many people face, often without recognition. Her journey has taught her the importance of empathy, care, and the need to address disparities in every aspect of organisational life.

Ultimately, The Inclusive Organization is a call to action. Jenkins encourages leaders to move beyond rhetoric and create structures where DEI is an integral part of the organisational ecosystem. Inclusivity isn’t just a moral imperative—it’s a strategic advantage. Organisations that truly invest in DEI will see improvements in employee engagement, retention, and overall company performance.

We can see how the "PROGRESS" framework, could help in the strategy for creating and sustaining inclusive, equitable, and diverse organizations. This framework is based on the following mnemonic:

1. P – Pursue Purpose

   • Organisations should have a clear, authentic purpose regarding diversity, equity, and inclusion (DEI). This involves setting goals and initiatives aligned with the organisation's mission to foster an inclusive environment.

2. R – Reflect on Systems and Structures

   • This step encourages organisations to critically examine their current systems, policies, and structures. It focuses on identifying any barriers to inclusivity, such as biased recruitment practices, and dismantling them.

3. O – Operate with Inclusion

   • Inclusion must be embedded in the organisation's day-to-day operations. It emphasises practices such as inclusive leadership, collaboration, and decision-making that consider diverse perspectives.

4. G – Grow through Accountability

   • Accountability is key to progressing toward inclusivity. Leaders and organisations should set measurable goals, track progress, and hold individuals accountable for fostering inclusive behaviour and practices.

5. R – Recognise and Reward

   • Recognising and rewarding inclusive behaviors and contributions is essential for reinforcing a culture of inclusion. This step encourages celebrating individuals who exemplify inclusive actions and ensuring their efforts are valued.

6. E – Engage in Education

   • Continuous education on DEI topics is crucial for sustaining an inclusive culture. This involves training employees at all levels on biases, inclusivity, and the importance of diversity.

7. S – Sustain with Transparency

   • Organisations should operate transparently, especially regarding DEI initiatives. Transparency helps build trust and ensures that all employees are aware of the organisation's DEI goals, successes, and areas for improvement.

8. S – Seek Impact

   • The final step in the framework is focused on measuring the impact of DEI initiatives. Organisations should assess the effectiveness of their efforts and ensure that the initiatives lead to meaningful change, not just performative action.

The PROGRESS framework will help guide organisations toward creating environments where diversity is embraced, equity is practiced, and inclusion becomes a central part of the culture.