Affiliations: Birla School of Management, Birla Global University, Bhubaneswar, India
Correspondence:
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Corresponding author: Birla School of Management, Birla Global University, Bhubaneswar, India. Tel.:+91 9163323441; E-mails: vnsreedhar.scholar19@bgu.ac.in; Sreedhar.vn@gmail.com. ORCID ID: 0000-0003-2771-9157
Abstract: BACKGROUND:Inequality in India is quite a common phenomenon, the same is intertwined with social stratification and cultural influences. In a classical Indian setup, occupations are driven by social structure. Discrimination in the workplace in India is primarily also the result of structural inequalities. Organizations today are facing challenges in blending different cultures. This study gathered the views of Diversity, Equity and Inclusion (DEI) implementors and identified the high-impact processes that helped them to advance their work. OBJECTIVE:The primary objective of this study is to understand the high-impact practices which are being followed by employees implementing DEI in Indian organizations and how the leadership is helping them in driving DEI in their organizations. METHOD:To achieve the stated objective, this study used a semi-structured interview technique that involves asking participants a set of questions and following them up with probe questions to further explore their responses. This interview’s target group involves executives currently engaged in DEI implementation activities. The interview questions are based on the research instrument, a modified version of the Museus Context Culturally Engaging Campus Environment (CECE) model. A purposeful snowball sampling technique with predefined criteria was used for sample selection. The semi-structured interview transcripts were open-coded to derive code lists which then were axially coded for the identification of various themes. RESULTS:The study found that employee hiring & retention, engaging and supporting relationships, culturally relevant and responsive programs. and transformation framework are the four dominant high-impact practices which have significantly helped Indian organizations in implementing and advancing DEI initiatives in their organizations. CONCLUSIONS:By identifying the high-impact practices that helped Indian organizations in implementing DEI initiatives this study adds to the current body of knowledge in workplace diversity research. This study helps policymakers and other stakeholders in promoting, supporting and sustaining DEI initiatives, which now form a part of mandatory ESG (Environmental, Social, and Corporate Governance) reporting to be done by the top 1000 listed companies, Furthermore, entrepreneurs and practitioners can utilize the finding of the study as a guide.
Keywords: DEI, diversity, equity, inclusion, human resource management, ESG reporting, Indian organizations
