A major feature of the 2022 WCI conference was familiarity. Certainly, we all returned in 2021, following the Great Pandemic. But, that was December, similar, but different. The 2022 experience was much more familiar, August, humid, kindred. The faces were similar, and there were many chances to rekindle connection, foster community, and exchange thoughts about workers' compensation generally, and our future challenges specifically.
And, yet, there were singularities, differences, and changes. One I noticed at the outset was the greater focus on "DE&I," the diversity, equity, and inclusion that is being discussed. Elite Personnel explains how these three concepts coalesce into a continuum. It asserts:
"Diversity refers to the many differences that exist between people.""An equitable workplace is one in which all employees are treated the same —regardless of how diverse they are from one another.""Inclusion means that all employees feel welcomed and valued by the employer and their colleagues."
The merits of each of these seem axiomatic. If anything, perhaps we might question why such a conversation seems to be only beginning in the twenty-first century? It is at best a bit embarrassing that this has not been a priority and rallying cry in the world of work all along, or at least that it has lacked such volume. Despite that, let us eagerly seize upon its opportunities now.
Notably, companies are striving to make this DE&I spectrum a reality in day-to-day business. It is likely accurate to describe diversity as a foundation, upon which equity and inclusion are structures that should co-exist with other elemental structures of any particular business model, including service, productivity, evaluation, and more. I find this a persuasive illustration as diversity (D) is the critical point from which, upon which, the E and I are to function. In other words, this foundation and these pillars are likely as important to the business's success as its product mix and other processes.
It seems to be a people mix, a background/experience mix, and a thought mix. Perhaps that description is not broad enough. The involvement of various perspectives within the organization will strengthen and enable the business in an equally diverse marketplace. The effort will bring greater understanding and better interaction. The result will be stronger teams, broader foci, and deeper perspectives. It will bring advantages to those who embrace it, but only if that embrace is sincere and genuine.
Why is it important? Forbes explains that "an effective DE&I strategy also improves a business's bottom line." It concludes that "the most diverse organisations (sic) outperform competitors by 33% and are 21% more likely to experience above average profitability." Thus, there is both moral imperative and base profitability as motivators in this effort. That is, DE&I are the right things to do in their own account but are also keys to more business success. And, Forbes provides some instructions on the challenges of "how to."
As I typed that, "business success," I was tempted to say "business/personal," but instead I add this separate paragraph to emphasize and stress that there is a co-primary benefit that is personal to the employee. Diversity, equity, and inclusion build team loyalty, productivity, and cooperation. As they do, cyclically, employees should better understand and embrace, making the DE&I goals and objectives more attainable through better team retention, interaction, and cohesion. In other words, these foci can bring an upward spiral of increasing dignity, respect, and success personally and institutionally.
Different. Thus, this is a discussion of different. And, while the 2022 WCI was familiar in many ways, it was also different. There is no inherent harm in "different," but we often fear change nonetheless. The only real "constant is change." See Negativity and Your Inner Pooh (January 2017). The world is changing, business is evolving, and there will be greater diversity in workplaces, workforces, and customers. It is probable that the progress will change perceptions of interaction and even humor. See Funny or Offensive (October 2022). Jokes, discussions of punching up or down, are likely troublesome in the scope of "inclusion" and people "feeling welcome." Does it matter if humor is "racist" if the humor makes people feel unwelcome or unappreciated? I suggest that the unwelcome and unappreciated is enough to justify deferring the humor, without reaching the analysis of whether it is or is not perceived as, labeled as, racist. Workplaces will change. Professional interactions will change. Those who will strive will make the change.
It does not escape notice that there are challenges in the world regarding recruiting and retaining the best employees. It is a broad challenge of business, and a reality of the twenty-first century and post-pandemic world. Workers' compensation is neither immune from these challenges nor in any way uniquely qualified to meet them. But, this community is very broad and includes many perspectives. It has great heart and comprehension. There is much we can do to build diversity, equity, and inclusion into the business of workers' compensation, and all of the ancillaries that it touches.
As with other trends we have experienced, it is possible that some companies will adopt but not adapt. Their acceptance will be for appearances or self-satisfaction. They will print workplace posters, endorse slogans, practice public relations, and even write checks. But will they embrace DE&I in spirit? Near the turn of the century, an interesting perspective on corporate culture was described by the Harvard Business Review. It criticized corporate value statements, which were then quite trendy, noting that "most values statements are bland, toothless, or just plain dishonest." Advocating for sincerity in both statement and practice, it warned
"Empty values statements create cynical and dispirited employees, alienate customers, and undermine managerial credibility."
Those who preach DE&I but do not practice them will not succeed, except in inhibiting the process or building criticism and cynicism. Those who embrace only the name or labels of DE&I, will likely encounter challenges with sincerity, perceptions, and progress. They will demoralize and destroy teams. Insincerity and superficiality will not suffice or succeed. Those who genuinely and enthusiastically embrace the concepts and benefits of DE&I will build and refine dynamic organizations that are persistently strengthened by the benefits described by Forbes. Actions, progress, and innovation will build success that will be apparent and perhaps even obvious.
I came away from WCI 2022 enthused and encouraged. We are, alas, neither perfect nor even approaching it. We are, however, cognizant, comprehending, ambitious, and a community. In ever-growing numbers, we are convinced that this community can do better, will do better, and sincerely wants to do better. Through innovation, inclusion, and contribution this community will find a path forward to the goal of recruiting and retaining the most capable, diverse, and respectful cohort to build upon the fantastic foundation that lies before us.
It is both inspiring to watch and motivating. The world is changing. It presents a plethora of new opportunities and alternatives. As the next generation takes the reins, change is in the air. Whether change is embraced with sincerity or insincerity is seemingly up to each of us. We all know the benefits that DE&I offers, but will we embrace it and develop it? Will we live it, or merely talk about it?
