Inclusive workplace cultures are rapidly becoming a top priority for businesses dedicated to boosting creativity and innovation, increasing employee retention, and enhancing overall wellbeing.

A study by the Boston Consulting Group found that employees in workplaces with inclusive cultures were 81% happier in their jobs – three times more than those who didn’t feel included. However, the commitment to an inclusive workplace culture must be visible throughout the organisation, involving all employees from top to bottom.

So, how can you make an inclusive workplace culture visible and start authentic conversations around diversity, equity, and belonging? It can be a daunting task, especially when dealing with an international, disconnected and geographically diverse workforce.

Case study: Building an inclusive workplace culture with ‘Great to Be’

Following a drastic increase in the role of air cargo during and after the Covid-19 pandemic, IAG Cargo experienced extensive and rapid growth – a trend set to continue.

Despite investment in refreshing the IAG Cargo brand mission, vision, and values, employee engagement, pride, and loyalty remained low. The Organizational Health Index (OHI) results also highlighted a gap in reaching the frontline, raising concerns about the fragmented workforce lacking a cohesive sense of belonging and connection to the IAG Cargo brand.

As a naturally diverse business due to its international presence across over 80 countries, inclusivity wasn’t being felt across the global workforce. This was further exacerbated by some employees being directly contracted by the airlines, not the IAG Cargo business, presenting an additional barrier to belonging.

A critical need arose for a new approach to engagement, recognition, and retention. This was the start of ‘Great to be’.

Uniting a global workforce

How did we address this challenge and unite an international and fragmented workforce across 80 countries, creating a sense of belonging?

• Diversity and inclusion were integrated into everyday conversations to create an environment where everyone felt safe to contribute their knowledge and perspectives.
• We launched ‘Great to Be’, a long-term campaign that recognised key DEIB and wellbeing calendar events, demonstrating IAG Cargo’s longstanding commitment.
• The culture change originated from the top, with leadership sponsors championing events and speaking candidly about their own experiences.
• Managers were equipped to become more inclusive leaders, ensuring that everyone was seen, heard, and given the opportunity to succeed.
• Spaces for conversations were created, allowing for open, honest dialogues, and providing a safe place for employees to ask questions and share stories.
• ‘Great to Be’ is just the start of IAG Cargo’s journey towards creating a workforce where all employees could belong. The campaign not only served as a launchpad to unify its workforce but also encouraged continued conversations around crucial diversity and inclusion topics.

To find out how we can help you initiate authentic conversations DEIB with your employees as you look to foster an inclusive workplace culture, get in touch with us today.