Creating Inclusive workplaces has become central to modern organisational strategies. While it is common for HR departments to lead the change and get on to their KRA from the organisation’s perspective, the responsibility for creating diverse teams and an inclusive culture should not rest solely on HR’s shoulders. People managers—the individuals responsible for overseeing day-to-day team dynamics—hold the key to transforming a set of policies into a lived reality within the organisation.
This essay argues that people managers, not just HR, must be at the forefront of such efforts. By leveraging their position within teams, people managers can actively build diverse, equitable, and inclusive environments that benefit the organisation and also lead to societal change. Through practical case studies, research-based insights, and actionable strategies, we will explore how people managers can become the future catalysts. Additionally, we will examine the risks of neglecting this responsibility, including how managers can inadvertently perpetuate harmful dynamics that exploit diverse populations, ultimately damaging the organisation’s culture and reputation.
People managers’ unique role in driving inclusivity
While HR plays a vital role in shaping policies, people managers are the ones who directly influence employees’ daily experiences. Managers are the conduit through whom employees experience the organisation, its values, practices, processes, and policies. They shape the culture within teams, make hiring decisions, and guide employee development. Therefore, people managers are in the best position to translate goals into action.
People managers can create a ripple effect across the organisation. When they take diversity seriously, they influence their teams’ behaviour and the broader organisational culture. If people managers actively lead Inclusive efforts, they encourage employees to embrace diversity and inclusion. As a result, they contribute to a more harmonious and high-performing workplace.
Practical toolkit: How people managers can catalyse inclusive workspace
For people managers to drive DEI effectively, they must have the tools and strategies to embed inclusivity into their leadership style. Here is a practical toolkit that people managers can use to become future catalysts:
1. Inclusive hiring practices
People managers play a crucial role in recruitment and team building. One of the first steps to building diverse teams is ensuring that recruitment processes are inclusive. Managers can collaborate with HR to ensure that job descriptions are free from biased language. They should also promote roles on diverse job boards and ensure that interview panels are diverse.
Research by McKinsey (2020) highlights that diverse hiring practices lead to better performance and more innovative ideas. Managers should also be mindful of their biases when evaluating candidates, making sure they are selecting for a diverse set of skills, perspectives, and experiences.
2. Festering psychological safety
For inclusivity to thrive, employees must feel psychologically safe sharing their ideas, taking risks, and being themselves without fear of judgment or retaliation. People managers can create this environment by actively listening, soliciting feedback, and acknowledging the contributions of all team members.
Google’s Project Aristotle demonstrated that psychological safety is the most important factor in high-performing teams. Managers can promote psychological safety by encouraging open dialogue. Furthermore, they should make it clear that all perspectives are valued and swiftly address any discriminatory behaviours.
3. Mentorship and sponsorship for diverse talent
One key way managers can support inclusivity is through mentorship and sponsorship. Managers should identify high-potential individuals from diverse backgrounds and provide mentorship to help them develop their skills and progress in their careers. In addition to mentorship, sponsorship is crucial for diverse employees to be visible to senior leadership and get the opportunities they deserve.
Research from the Center for Talent Innovation shows that employees who have sponsors are more likely to be promoted and advance in their careers.
4. Regular feedback and accountability
People managers should integrate an inclusive lens into their performance reviews, setting clear expectations for team dynamics. Managers can regularly collect feedback from team members on inclusivity and diversity efforts and use this feedback to make adjustments.
Incorporating DEI metrics into leadership KPIs not only holds managers accountable but also reinforces the message that inclusivity is a core value. Feedback should also be a two-way street—managers should encourage employees to voice concerns about any exclusionary practices or behaviours within the team.
5. Lead by example
The actions of people managers set the tone for the entire team. If managers are not actively demonstrating inclusive behaviours—whether it is calling out microaggressions, celebrating diverse holidays, or fostering equal speaking time in meetings—employees are less likely to embrace DEI principles. Managers should lead by example, modelling inclusivity in their interactions, decision-making, and conflict resolution.
The dangers of ignoring DEI: Exploitation and toxic culture
Ignoring DEI comes with hidden costs. Failure to recognise the responsibility of people managers in driving DEI can have harmful consequences for both the organisation and its employees. In some cases, managers may exploit diverse team members, either intentionally or through ignorance. For example, managers might assign employees from marginalised backgrounds to roles with little responsibility or opportunity for growth under the pretext of “training.” This practice reinforces the notion that diversity is merely a token or checkbox rather than an actual value to be leveraged.
Another risk is the creation of a toxic work environment where fear and intimidation suppress any complaints or concerns related to discrimination. In such environments, diverse employees might feel that their ideas are ignored or dismissed. Sometimes, they may fear retaliation if they report instances of exclusion or bias. Besides harming the morale of diverse employees, it can also tarnish the company’s reputation. It will lead to negative publicity, lower employee engagement, and even legal consequences.
The final thoughts
People managers, not just HR, are the future catalysts of an Inclusive workplace. By taking ownership of DEI initiatives, managers can create diverse, equitable, and inclusive teams that drive innovation, enhance employee engagement, and contribute to the organisation’s long-term success. Through strategic actions such as inclusive hiring, festering psychological safety, mentorship, and regular feedback, people managers can ensure that DEI becomes a foundational element of the company’s culture.
The failure to embrace this responsibility, however, can lead to exploitation, fear-based environments, and a toxic organisational culture. People managers must recognise that their leadership in DEI is not just an HR initiative—it is a key responsibility that shapes the future of their teams and the organisation as a whole. By committing to these principles, people managers can not only drive business success but also contribute to a more inclusive and equitable society.
Disclaimer: The views expressed in this article are based on the writer’s insights, supported by data and resources available both online and offline, as applicable. Changeincontent.com is committed to promoting inclusivity across all forms of content, which we define broadly to include media, policies, law, and history—encompassing all elements that influence the lives of women and gender-queer individuals. Our goal is to promote understanding and advocate for comprehensive inclusivity.
