Diversity & Inclusion

Diversity & Inclusion is a powerful method that has a significant positive impact on a company’s social license to operate and the economic bottom line.

Despite being a popular discussion point among Executives, there are still some questions that require clarification based on En-Sync 8020’s survey

  • How to present return on investment in Diversity & Inclusion?
  • What is the difference between inclusion and organisational culture?
  • What is the optimal path to Diversity & Inclusion implementation?

En-Sync 8020 has experience and position on these issues.


Why Diversity & Inclusion?

Development and improvement of Diversity & Inclusion has a direct impact on economic and social bottom lines of a company:


Delivers amplified tangible results for less cost, whereby tasks benefit from applying competencies from diverse talents by matching competency profiles.


Delivers amplified tangible results by creating conditions that increase productivity, cost reduction and compliance to plan.

SOCIAL BOTTOM LINE Social License to Operate

Increases the population range of positive support from representatives of diverse communities or groups, which are key social license holders; giving support to progress and deliver the companies’ objectives.


Diverse employees or social license holders have positive support of companies’ objectives by influencing communities or groups.

What is Diversity & Inclusion for En-Sync 8020?

En-Sync 8020 identify and define the terminology of Diversity & Inclusion:


Differences in Skills, Knowledge, Experience, Values, Valuing the Work and Mental Processing Abilities (SKEVTVWMPA) among groups of people or individuals with different ethnicity, race, socio-economic status, professional / academic background, gender, language, religion, sexual orientation, and geographical area.

Diverse Organisation:

An organisation that utilises diversity to perform the work in organisational roles to amplify the results and value to the organisation.

Diversity Management:

A set of organisational processes to ensure fairness and justice manifested in relation to recruitment for the roles in the organisation from diverse talent pools.


People trust each other and rely upon each other’s collaboration in common endeavours, regardless of the vast range of diversity. This is due to creating an environment whereby the team members to feel valued, respected and provides genuine freedom and a plentiful supply of constructive forces within people.

Inclusive Organisation:

An organisation designed which confirms employees can trust each other to work together in an honest and straightforward manner where their differences and contributions are valued. Enabling personal capabilities and satisfaction can contribute fully to the organisation.

Inclusion Management:

A set of embed organisational processes which define, and maintain a set of valued individual entitlements (inclusion values) that create a sense of trust among the individuals.

Trust as a foundation of Diversity & Inclusion

  • Trust is the main ingredient of the social glue that holds people together. It is the criterion by which we ought to judge whether behaviour is good, normal, reasonable, moral, ethical, or whether it is bad, abnormal, reasonable, immoral, and unethical.
  • Good laws bind society together. Binding together means binding everyone together, and not the binding together of special groups. They should not be founded upon selecting or favouring particular groups or categories within society – as history demonstrated that results in a divided society.
  • Organisational limits and constraints that enable people to be able to trust each other and to rely upon each other’s collaboration, differences in personalities are liberating not repressive.

Diversity Management

En-Sync’s experience in facilitating effective organisational Diversity & Inclusion management to deliver fairness and justice has enabled us to confirm 2 key categories:

Identifying and valuing diversity needs
Role design
  • Defined accountabilities and tasks of a role
Competency mapping
Task Analysis
  • Skills, Knowledge, Experience, Values, Valuing the Work and Mental Processing Abilities
Diversity Value Analysis
  • Identify the competencies (in particular, values, experiences, etc.)
  • Identify potential sources of diverse talents that can provide the values
  • Assess the impact of diverse values on performance in the role
Social License Analysis
  • Identify the social license holders
  • Identify opportunities to expand the pool of social license holders
  • Evaluate the impact on Social License to Operate by expanding the pool of social license holders
Attracting from diverse talent pools
Internal Diversity Analysis
  • Clear understanding of the company’s existing talent pool and its diversity
  • Gaps in diversity of talent pools for certain roles
External Diversity Analysis of the external labour markets:
  • Identifying the diverse pools of talents / skillsets
  • Forecast of labour supply from diverse talent pools
  • Employee Value Proposition for targeted diverse talent pools
Recruitment from diverse talent pools:
  • Advertisement reaches to all diverse talent pools
  • Application of competency assessment tools for the candidates from diverse talent pools
  • Induction and integration of diverse talents into a company and a role

Inclusion Management

The framework used by En-Sync 8020 to describe Inclusion Management facilitation is:


Described valued individual entitlements or inclusion values that create a sense of being valued for the employees


Individual entitlement has a number of processes that may impact the employees’ perception of a particular inclusion value

Factor Model

Factors that jointly create the trust and inclusion within the team (without one of the factors of the inclusion)

Inclusion Factor

Developed Assessment tools (questionnaires, structured interviews, observations, document analysis) to evaluate every factor of the Inclusion Model

Inclusion Values

En-Sync 8020 recognise a list of 7 valued individual entitlements that can reach the hearts of people and gain their full inclusion that together make up a healthy organisational culture:

Work for everyone at a level consistent with their level of potential capability, values and interests

Opportunity for everyone to progress as his or her potential capability matures, within the opportunities available.

Fair and just treatment for everyone, including fair pay based upon equitable pay differentials for level of work and merit recognition related to personal effectiveness appraisal.

Leadership interaction between managers and subordinates, including shared context, personal effectiveness appraisal, feedback and recognition, and coaching.

Clearly articulated accountability and authority to engender trust and confidence in all working relationships.

Articulation of long-term organisational vision through direct communication from the top.

Opportunity for everyone individually or through representatives to participate in policy development and delivery.

The role of managerial leadership at every organisational level is to make these unifying inclusion values operationally real.

Path to Diversity & Inclusion

En-Sync’s experience on recommending effective resolution of issues with Diversity & Inclusion, allow us to recommend these high-level stages on the path to company-wide Diversity and Inclusion:

Stage 1 Buy-in

Identify the roles in the company where the outputs can be produced more effectively if the diversity differences / talents are added:

  • Internal diversity benchmarking
  • External diversity benchmarking
  • Diversity value analysis

Develop gradually an understanding of inclusion benefits (productivity and economic impact) among the top management and operations / production management:

  • Inclusion awareness
  • Inclusion pilot
Stage 2 Targeted

Develop or improve diversity management processes

Ensure fairness and justice in compliance of diversity processes

Establish human resourcing plans aimed at an increase in diversity

Track changes in diversity for the roles targeted for diversity


Assess inclusion factors for the teams to which the roles targeted for diversity belong

Develop the plan to improve the level of inclusion for the teams selected

Track an improvement in inclusion for the teams selected

Stage 3 Company-wide

Review the diversity management processes and their effectiveness

Develop the plan to implement the diversity management across the company

Monitor the implementation of the diversity management


Review the inclusion management processes and their effectiveness

Develop the plan to implement the inclusion management across the company

Monitor the implementation of the inclusion management

Are you interested to find out:

  • How to perform the Diversity Value Analysis?
  • What are the critical inclusion factors?
  • How to assess the inclusion factors and the level of inclusion of a team?
  • What are the differences between inclusion values and organisational culture, between inclusion and employee engagement, etc?
  • How to show return on investment (ROI) with Diversity & Inclusion programmes?
Contact us