Nowadays, more companies are acknowledging the importance of recognising and utilising a diverse workforce. However, the introduction of diversity and inclusion in Japan seems to be lagging behind due to the long-standing membership-based employment system. During Japan's period of rapid economic growth, membership-based employment was a good way for companies to secure a long-term workforce for their growth. In order to achieve this, a highly homogenous organisation was preferred.
Nowadays, organisations have come to understand that creating a culture that recognises and respects each member’s differences leads to business growth. This article explains how organisations can work towards achieving diversity and inclusion.
Movement to achieve D&I
Following the promotion of women’s participation in the workforce, systems that aim towards the inclusion of people with disabilities, senior citizens, and members of the LGBT community were introduced in Japan. Recently, more companies are also adopting systems that remove frameworks such as employment status and bulk hiring of new graduates.
A major foreign-affiliated company introduced equal pay for equal work ahead of other companies to eliminate the pay gap based on employment status. This company also converted part-time staff into full-time employees and now provides the same benefits regardless of the length of time they work. Another major company provides equal employment opportunities by offering internships not only to students but also to working adults and people with disabilities.
Other companies are also rapidly introducing shortened working hours, telework, and maternity leave to make it easier for those raising children to work. Such measures help increase the ratio of women employed and the number of female managers.
What it takes to achieve inclusion
When inclusion is achieved, more opportunities for people to play an active role regardless of their employment status or attributes are created. Moreover, a corporate culture that encourages the development of diverse abilities is established. Consequently, employee engagement is expected to increase, innovation is more likely to occur, and organisational performance is improved.
Although you can express your attitude and commitment to diversity by creating a system, this alone doesn’t automatically lead to the fulfilment of inclusion. It is essential to change the culture and mindset within the company. In the following section, we recommend four approaches to take.
1. Recognise the need for D&I at the leadership level
Start by having leaders and HR take the initiative in embodying D&I as a model for all employees. Clarify the purpose and the business necessity of implementing D&I based on the recognition that promoting diversity leads to business growth and positive results.
2. Implement measures to eliminate unconscious bias
Unconscious bias refers to the act of unconsciously evaluating others based on social stereotypes on gender, age, race, etc. Many multinational and foreign companies provide training to eliminate this unconscious bias and to take action against prejudice. Recently in Japan, an increasing number of companies have prepared training programs for different levels and positions to enhance the inclusion of all employees’ skills.
Some companies have also developed policies to remove unconscious bias (e.g. “zero tolerance” policy against discrimination) and provide training upon hiring. Additionally, more companies have established systems that prohibit gender-based pay discrimination, evaluate employees based on merit and performance, as well as conduct employee awareness surveys.
3. Create an environment of high psychological safety
To promote D&I, it is essential to create a team with a high level of psychological safety where people feel comfortable expressing their opinions. Without psychological safety, it is difficult for a diverse workforce to demonstrate their abilities. One of the most effective ways to improve internal openness and psychological safety is to introduce measures to encourage casual communication. If you are adopting remote work, think of ways to have casual communication online such as creating a dedicated group chat, or making frequent video calls for one-on-one conversations.
Even if you are able to draw out diverse opinions that help generate good business performance, this does not automatically result in raising everyone’s awareness in the organisation or nurturing a sense of unity. Another initiative to consider is identifying several successful role models of a diverse workforce who demonstrate their abilities and high performance and increase exposure of these role models among employees.
4. Practice conflict management
Once opinions can be easily expressed and discussions become more active, the next issue to be addressed is conflicts. Every team will experience conflicts that arise from differences in opinions and conflict itself is not necessarily always a negative thing. When managed properly, conflicts can be a catalyst for innovation and organisational revitalisation.
.png){kind=logo}
