Scott D. Sherman
Executive Vice President, Human Resources
Ingram Micro Inc.
Today is International Women’s Day, a time to recognize and celebrate the economic, political and social achievements of women – past, present and future. At Ingram Micro, and particularly in my position, I have the great fortune of working with, mentoring and learning from highly skilled and talented associates around the globe, including countless women. And while today represents a specific day to celebrate phenomenal women, I also believe that inclusion and diversity goes well beyond gender. We need to embrace and recognize all associates, regardless of religious and political beliefs, ethnicity, education, socioeconomic background, sexual orientation and geographic location.
We’ve all seen the research – diversity in teams leads to better decision making, great innovation and ultimately, higher returns and a better workplace culture. Many organizations focus on diversity strategies in their hiring practices, but often stop there. To truly foster a culture of inclusion, an organization must embrace diversity across all aspects of its business, from corporate success metrics and associate communications to benefits, training, development and more. And while many look to their leadership and managers to demonstrate and champion inclusion, each of us should recognize the valuable part that we play in creating a welcoming and inclusive environment.
At Ingram Micro, we’re focusing on the following as we strive to provide an inclusive, friendly and psychologically safe workplace:
Be A Purpose Driven Company: When you have a shared purpose and common motivation, an environment of inclusion is naturally fostered. A true purpose is not simply a financial goal, it is the reason we exist. It explains how we can make a difference and creates a sense of meaning and personal connection. Our associates constantly work towards our purpose – helping businesses realize the promise of technology. And, we discuss how they can be clear about their own path and purpose. Ideally, each of us should derive meaning from our work and life and have a sense of satisfaction and shared belonging.
Accountability: It’s one thing to talk about inclusion and another to hold people accountable. The first step is ensuring you have a plan with measurable, achievable goals. Managers are responsible for the environment in their departments and need to structure meetings, allocate resources and use language that advances inclusion. Associates look to leaders as examples; if leaders consistently exhibit inclusive behavior and expectations, you will see those traits grow throughout your organization.
Listen: To be truly inclusive, an organization must listen to its associates, not just talk at them. Don’t just invite associates to the table, give them a voice. Teach your leaders to ask for opinions from all team members and to listen with open ears and an open mind. Associate engagement surveys are important, but only if associates can comfortably express concerns or solicit advice, knowing they will be heard.
Don’t Try to Assimilate People: Instead of trying to make associates fit into a particular mold, embrace differences. Focus on helping foster an environment that allows your colleagues to be genuine, honest and their true selves. Highlight holidays and special dates from all backgrounds and cultures reflected in your organization. Support advancement in your teams by encouraging membership in professional organizations that reflect their diversity. When associates can bring their complete ‘self’ to the workplace, they feel their values, beliefs and experiences are fully appreciated.
It takes time, patience and perseverance to ensure diversity and inclusion are woven in the threads of an organizations, but the impact is far-reaching and long lasting.