Inclusion and diversity have become strategic issues for organizations : today, employers and employees are aware of the importance of these two factors for the social and economic performance of a team. A recent study carried out among HR departments and employees shows a real desire to transform managerial cultures towards more inclusive practices. Here are some figures and courses of action from this report.

According to the study carried out by Deloitte, 80% of HR directors and managers "consider diversity and inclusion to be competitive advantages". This is an obvious observation in a job market where young talents are very attentive to the plurality of identities and the articulation of life  times in organizations. The numbers are clear on the importance of gender diversity for 18-34 year olds : 57% believe their company should increase diversity and inclusion in the workplace. Millennials (44%) and Gen Z (50%) say that "the flexibility offered by a company is a 'very important' factor in their job search".

According to the study, companies committed to increasing and sustaining diversity have nearly 60% more chances of increasing their profits and a better reputation. One of the keys to progress in inclusion is in the hands of decision-makers: for 40% of managers and HR directors, the General Management should be the main "sponsor".

Inclusion : A lever for transformation

Inclusion policies that produce performance are not limited to the diversification of teams — it is necessary, after having taken the step of recruitment open to the variety of profiles, to employ talent management methods capable of cultivating this diversity and allowing everyone, regardless of their background, to to increase their skills and have the same opportunities as others.

This advice is one of the several courses of action proposed by the Deloitte study, including the creation of an ecosystem conducive to the pursuit of individual and collective projects and the clarification of the professional development model within the company.

This requires a real desire to transform the way the organization operates and the relationships between employees. This is what Laurence Monnet-Vernier and Christelle Teneveau, from Deloitte , postulate: "Talents who can express their ideas and compare their points of view are more likely to innovate and engage the collective on the path of transformation. An inclusive organization aims to equip its employees to deal with the complexity of today's environments and to rely on more varied representations of the world to meet the challenges of a changing world."

More than a raison d'être, investing in inclusion and diversity policies is now a factor contributing to the smooth running of the business and the right performance indicators in a changing world that requires a great capacity for adaptation, listening and empathy.