Inclusive organization – what does it mean?

Let me take you to a philharmonic hall. From the outside, it's an impressive, modern glass building with a unique and avant-garde design. Inside, monumentalism gives way to minimalist touches, and the spacious, elegant concert hall immediately enchants with its special atmosphere. Let’s take our seats - the performance is about to begin. Dozens of musicians step onto the large, illuminated stage. Moments later, the conductor arrives, lifts the baton, and the orchestra begins to play. The sounds of individual instruments gradually blend into a cohesive and harmonious melody. But after just a few minutes, we get a strange feeling - the music we’re hearing sounds incomplete, flat, monotonous, and not particularly engaging. Then we notice, with some surprise, that several musicians don’t even have sheet music in front of them. The cellist isn’t holding a bow, the percussionist hasn’t lifted a hand behind the drum set, and the pianist has the piano lid shut. The orchestra is playing, but not all the instruments are playing with it.

In today’s business world, where promotional, marketing, and PR efforts are so highly valued, we often view some companies - through the lens of these practices - as beautiful, dazzling buildings, where everything seems to be in perfect order. But it’s only seemingly so - just like at our concert. Because even though the company may have assembled a diverse team - people who differ in age, background, race, beliefs, personality, or physical ability - not every employee gets the chance to be truly heard. Openness, equality, and flexibility are values that organizations are increasingly and rightly striving for. But it’s not enough to simply expand the company “orchestra” and invite everyone on stage just to stand there. You need to give each person their sheet music and help them find the score that will allow their talent to resonate - enriching the entire composition in the process. That’s what organizational inclusivity is all about today.

Not everyone, but each person – a subtle difference, big impact

Leonard Bernstein, one of the most outstanding composers and conductors of the 20th century, once said that “the orchestra is the only place where harmony comes from differences, not similarities.” No one doubts that a flute shouldn’t sound like a trombone, or that a triangle has no reason to compete with a trumpet - it wouldn’t drown it out anyway. Every instrument has its place, its function, and its moment. The same applies to an inclusive organization: everyone should have space to bring their unique value. L.M. Shore’s definition of inclusivity emphasizes “respect, acceptance, and support”. Ferdman and Deane highlight the ability to express oneself and a sense of belonging. The Global Diversity Practice views inclusivity as providing equal opportunities for participation and influence within a company. And experts from Ernst & Young write that inclusivity means that each person - regardless of identity, gender, abilities, background, or characteristics - is seen, valued, and appreciated. 

From these perspectives, a key trait of business inclusivity emerges: including each person. Not “everyone,” but „each one”. At first glance, it may seem like a subtle linguistic nuance - but on a deeper level, these two terms carry different meanings. The word “everyone” can be a trap - it creates the illusion of unity without accounting for the real differences among employees. We say things like: “everyone has equal opportunities,” “everyone is welcome,” “everyone can speak up.” But inclusivity isn’t about treating everyone the same. It’s about recognizing each person - acknowledging their needs, experiences, identity, and potential. “Everyone” sounds nice. Universal. Safe. But “everyone” assumes we are all the same.

Does an employee with a disability hear an invitation to join the company fun run in that word “everyone”? Does a neurodivergent person feel they can work at their own pace when “everyone” is expected to participate in loud, spontaneous brainstorming sessions? Does a single mother of two feel that “everyone” can stay late when her afternoons are already filled with picking up her kids and taking them to extracurricular activities? For them, the word “everyone” might just as well mean “everyone except you.” That’s why we need an approach based on each person. One that sees the individual, not just a collective idea. One that doesn’t ask, “Do you fit in here?” but rather, “How can we make space for you to be yourself here?” It’s the difference between adapting people to a system and adapting the system to people. So instead of creating one model for the “average,” companies that are truly committed to inclusivity do something both simpler and more demanding: they start having conversations. They ask questions. They listen to the answers. And then they implement real solutions - not according to a formula, but tailored to people. 

Diversity is a fact, inclusion is an act

In theory, it all sounds good but in practice, it often falls short. Many companies stop halfway, believing that being diverse automatically makes them inclusive. They treat the presence of different people in their teams as proof that everyone feels seen, heard, and valued. But it doesn’t work like that. I’ve been a passionate football fan since childhood and have followed the sport for over three decades. A dozen or so years ago, a trend emerged among European clubs: signing players from more distant parts of the world who had rarely had the chance to play on the continent. First, they were cheaper than European players and came with significantly lower salary expectations. Second, clubs used this strategy to expand their reach and grow fan bases in new regions of the world.

In reality, these “exotic” players would arrive at their new clubs, participate in numerous photoshoots, promotional events, and team gatherings - only to end up on the bench or in the stands. They were technically part of the club, but not necessarily part of the team. Often, no one even attempted to develop their talent or integrate them into the team's playing style. This was a kind of diversity (albeit driven by marketing and financial motives), but certainly not inclusion. A very different approach can be seen in the NBA. When Marcin Gortat, the only Polish player in the league at the time, was active, his teams organized annual “Polish Nights.” Polish cheerleaders were flown in for the games, special guests from Poland were invited, and Polish culture and cuisine were promoted to the American audience before and during the events. These initiatives largely came from Gortat himself, but regardless of which team he played for, he was always met with strong organizational support. Support not just from a diverse organization in terms of roster, but from an inclusive one - an organization that listened to and amplified the voice of its employee.

The relationship between diversity and inclusion is perhaps best captured by Verna Myers’ famous quote: “Diversity is being invited to the party; inclusion is being asked to dance.” Inclusion is not just about presence - it’s about action. It’s about being willing to adapt work styles, meeting formats, and even communication language to meet the needs of those who think and operate differently. That’s why more and more companies don’t stop at the “D” - diversity - but evolve toward a full DEI model: Diversity, Equity, Inclusion. In this framework, every letter matters. Diversity is who’s on the team. Equity is about equal access to opportunities, taking into account each person’s starting point. Inclusion is about creating conditions that allow everyone to actually use those opportunities. Increasingly, a fourth letter is added: B for Belonging - because it’s not just about having a seat at the table, but about feeling welcome at it. DEIB is becoming more than just a trend - it’s a practical answer to how to build organizations that are effective, open, and resilient in the face of challenges.

How to be an inclusive company and what it gives us?

The larger the company, the more diverse its workforce tends to be. This brings not only more perspectives and potential, but also greater responsibility - because diversity without inclusion can easily lead to frustration and feelings of exclusion. A team composed of people with different communication styles, needs, experiences, and identities requires a much more thoughtful approach to everyday collaboration. A single management style or one feedback tool is no longer enough. On the flip side, this diversity provides companies with access to a wide array of methods and formats that can be used to genuinely hear every voice. Of course, it all starts with a basic human practice: ask and listen. But true inclusivity happens only when those answers are not just noted down - but actually acted upon.

That’s why organizations that treat inclusion not as a declaration, but as a daily practice, reach for concrete solutions. There are many proven methods which, when tailored to the needs of a team, not only help ensure that each employee is heard, but also actively involved in the life of the company.

• Anonymous surveys and regular satisfaction and engagement assessments – These give employees a chance to express their opinions, needs, and concerns without fear of judgment. They provide organizations with data to identify exclusion hotspots and implement real change.
• Employee resource groups (ERGs) – These are grassroots initiatives built around shared traits, experiences, or interests - such as women, LGBTQ+ employees, parents, or ethnic minorities. They strengthen the sense of belonging and provide a platform for expressing the needs of specific communities.
• Mentoring and cross-mentoring programs – Mentoring across departments, generations, or organizational levels supports professional development and builds mutual understanding and respect. Cross-mentoring offers space for dialogue between people from different backgrounds and experiences.
• Communication and language audits – These help identify exclusive or unconscious language in documents, emails, training materials, and marketing content. This is an important step toward neutral, inclusive, and accessible communication.
• Diversity and inclusion training and workshops – These raise awareness, teach how to recognize bias and microaggressions, and provide practical tools for fostering an inclusive culture. It’s crucial that such training is regular, actionable, and tailored to the team’s specific context.
• Transparent recruitment processes and clear promotion policies – Clear evaluation criteria, diverse hiring teams, and inclusive job postings help avoid unconscious bias. It also signals that every person - regardless of background or identity - has an equal chance for growth within the company.

The key to success is consistency—inclusion doesn’t come from a one-time initiative, but from ongoing, comprehensive effort. Well-matched practices not only boost engagement, but also reduce turnover and burnout. And these aren’t the only benefits a company can gain from genuinely implementing inclusive practices.

• According to Deloitte’s report The Equity Imperative, companies developing DEIB (Diversity, Equity, Inclusion & Belonging) practices report 25% lower turnover, 30% higher employee engagement, and significantly greater employee loyalty.
• A McKinsey & Company report found that companies with the most diverse leadership teams are 36% more likely to outperform financially.
• Research by Gartner highlights that organizations with high levels of diversity and inclusion experienced a 26% increase in team collaboration and an 18% increase in employee engagement. Additionally, employees in such organizations are 19% more likely to stay with the company long-term.
• Deloitte’s The Diversity and Inclusion Revolution report highlights that inclusive teams are six times more likely to be innovative and three times more open to new ideas. Openness to diverse perspectives and a willingness to learn from one another enhances creativity and enables faster responses to market challenges. In times of rapid change and uncertainty, the ability to build environments rooted in trust and diversity becomes a cornerstone of resilience.
• Gallup data shows that a strong sense of belonging increases employee productivity by 27% and loyalty by as much as 45%.

It’s no longer a trend, it’s a necessity

Inclusivity is no longer just a trendy concept or a nicely “packaged” value added to an employer branding strategy. It has become a real necessity for any organization that wants to remain competitive, forward-thinking, and prepared for the challenges of the modern market. In a dynamic and unpredictable world where teams are increasingly diverse in terms of culture, age, and skills, companies must not only attract talent - but also create an environment where that talent can truly thrive. What’s more, the social dimension of inclusivity is gaining importance - especially in the eyes of younger employees. Generations Z and Alpha (the latter only now beginning to enter the workforce) expect more from their employers than just an attractive salary. They want purpose, authenticity, and values they can identify with. For many of them, inclusivity isn’t a “nice-to-have” - it’s a given. They won’t remain loyal to companies that tolerate exclusion, ignore minority voices, or marginalize social issues. That’s why today, inclusivity is no longer just an option - it’s a condition for survival and growth..

Even companies that are aware of the need to engage and include every employee in the organizational culture don’t always know how to do it effectively. According to the Grant Thornton report “Business in Poland Open to Diversity,” as many as 97% of representatives of medium and large enterprises believe that their organization is - or is probably - a welcoming place for all employees, regardless of gender, age, origin, or sexual orientation. Citing a LeasingTeam Group study, Puls HR reports that 81% of businesses have anti-discrimination and anti-mobbing policies, over two-thirds promote equal pay regardless of gender or background (73%), support employee wellbeing through flexible working conditions and parental leave (71%), and offer DEI education initiatives (69%). Yet the “Diversity IN Check 2023” report paints a more nuanced picture: only 31% of Polish companies have a DEI strategy, and just 16% measure the effectiveness of their inclusivity efforts. Meanwhile, 52% of employees say they have never participated in any diversity-related training.

Inclusivity is increasingly present in corporate strategies - but it still more often appears as a slogan than a consistent practice. Organizations readily speak of openness and equality, but don’t always know how to translate these values into concrete, measurable actions. If we were to create a mural reflecting Polish companies' practices and experiences with the DEIB model, the first two letters - D and E - would be clearly visible, brightly painted, and eye-catching. The letter I would look more like a rough sketch, and B would be visible only from close up - fading into the old plaster when viewed from a distance. Why isn’t the full mural visible? Sometimes it’s due to a lack of paint - tools, programs, training. Other times, the issue is imprecise execution - caused by a lack of skills, awareness, or willingness from leaders and organizations as a whole..

Harmony through differencies, not similarities

Inclusivity doesn’t simply appear in an organization on its own - someone has to initiate it, sustain it, and nurture it. That role is most often assigned to leaders. And rightly so - because it’s their behavior, language, management style, and reactions (or lack thereof) that have the greatest impact on how team members feel. When a manager frequently interrupts in meetings, overlooks quieter team members, or doesn’t seek input from those who usually stay silent, they’re sending a clear message about who gets to “play first violin” in the company. On the other hand, a leader who asks questions, allows for different working styles, addresses microaggressions, admits mistakes, and shows a willingness to learn - demonstrates that inclusivity is a practice, not just a catchy slogan on a slide. Today, leaders are expected to offer more than operational efficiency - they're expected to bring soft skills, empathy, and the courage to drive change.

But inclusivity isn’t the responsibility of just one person. It’s a process that requires everyone’s involvement - from the executive board, to HR, to each team member. Every employee makes an impact - whether by choosing to listen or interrupt, to share their experience or only engage with those who think and work like they do. An inclusive organization isn’t about perfect alignment - it’s about a willingness to coexist. And about shared responsibility - not just from the leader, but from each of us. Because staying silent in the face of exclusion is also a stance. Looking the other way is also a choice.

An inclusive organization is like a mosaic - diverse and yet complete, not because all its pieces are the same, but precisely because each one is different. In a mosaic, no single piece dominates, but each has its place and its meaning. Only together do they create a whole that has depth, harmony, and unique character. The same goes for a company - true inclusivity means we don’t try to make people conform, but rather, we appreciate their diversity and create a space where those differences can complement one another. When even one color is missing, the entire picture loses its vibrancy. And when a piece is included just for show, it throws off the balance. In an inclusive organization, every voice matters, every working style has a place, and every identity holds value. Only then - like a well-composed mosaic - does the full picture emerge: one that not only looks good, but also carries meaning, purpose, and inspires others.