Investing in inclusion

Tony Burnett (Managing director of Performance Through Inclusion, a consultancy devoted to moving large, notionally diverse organizations through the process of genuinely including workers from minority groups into the mainstream of their activity. He can be contacted on +44 (0)1204 887090 or by e‐mail at: tony.burnett@performancethroughinclusion.com)

Human Resource Management International Digest

ISSN: 0967-0734

Publication date: 1 June 2006

Abstract

Purpose

Aims to explain why the genuine inclusion of workers, regardless of sex, race, age, religion or nationality, will become a business imperative in the years ahead.

Design/methodology/approach

Highlights the differences between diversity and inclusion, defines a truly inclusive organization and outlines the steps that must be taken to become one.

Findings

Contends that organizations that fail to put processes in place to encourage, train, motivate and give responsibility to employees from minority groups will find themselves at a serious disadvantage.

Practical implications

Demonstrates that becoming an inclusive organization covers not only hiring and firing, but also training and development, and has trade‐union and other contractual consequences.

Originality/value

Targets managers who seek to make their organizations more inclusive, but do not know how to go about it.

Keywords

Citation

Burnett, T. (2006), "Investing in inclusion", Human Resource Management International Digest, Vol. 14 No. 4, pp. 3-4. https://doi.org/10.1108/09670730610666274

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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