在快速技術進步的時代建立包容性文化

這篇文章是Faiā董事總經理喬治·西奧西爾斯（George Siosi Samuels）的客人貢獻。看看Faiā如何致力於在這裡保持技術進步的最前沿。

This post is a guest contribution by George Siosi Samuels, managing director at Faiā. See how Faiā is committed to staying at the forefront of technological advancements here.

這篇文章是Faiā董事總經理喬治·西奧西爾斯（George Siosi Samuels）的客人貢獻。看看Faiā如何致力於在這裡保持技術進步的最前沿。

Organizations are faced with the critical challenge of fostering more inclusive cultures in an era defined by rapid technological advancements, shifting societal norms, and the evolving expectations of a global workforce. These cultures must not only reflect the diversity of their teams but also leverage that diversity as a strategic advantage to drive innovation, adaptability, and resilience.

組織面臨著在迅速的技術進步，轉移社會規範以及全球勞動力的不斷發展的期望所定義的時代中培養更多包容性文化的關鍵挑戰。這些文化不僅必須反映團隊的多樣性，而且還必須利用這種多樣性作為推動創新，適應性和韌性的戰略優勢。

In today’s world, where mid-to-large enterprises in emerging tech sectors are navigating increasing competition and disruption, these capabilities are more valuable than ever. A recent report by Deloitte sheds light on the importance of inclusivity, noting that inclusive teams are 50% more innovative, 70% more agile, and three times better at completing tasks.

在當今的世界中，新興技術領域的中部企業正在導航競爭和破壞，這些能力比以往任何時候都更有價值。德勤最近的一份報告闡明了包容性的重要性，並指出包容性團隊的創新性高50％，敏捷70％，完成任務的三倍。

The imperative of ‘inclusivity’

“包容性”的必要性

Inclusivity is not merely a checkbox exercise or a surface-level commitment to representation. It involves creating environments where every individual—regardless of background, identity, or perspective—feels valued, respected, and empowered to contribute fully. This goes beyond hiring diverse talent; it requires integrating inclusivity into the DNA of an organization.

包容性不僅是複選框練習或表面級別對錶示形式的承諾。它涉及創建環境，使每個人（背景，身份或觀點都沒有尊重）謀求，尊重和授權充分貢獻的環境。這不僅僅是僱用多樣化的人才；它需要將包容性整合到組織的DNA中。

A recent report by Deloitte underscores the importance of this endeavor, highlighting that fostering an inclusive culture is a cornerstone of effective talent strategies, leading to measurable benefits such as increased creativity, productivity, and innovation. For enterprises in emerging tech sectors, where competition is fierce, and differentiation is key, inclusivity can be the differentiator that drives sustained success.

德勤最近的一份報告強調了這項努力的重要性，強調培養包容性文化是有效人才策略的基石，從而帶來了可衡量的好處，例如提高創造力，生產力和創新。對於競爭激烈而差異化的新興技術部門的企業來說，包容性可以是驅動持續成功的差異化因素。

Global trends shaping inclusivity

全球趨勢塑造包容性

Several macro trends are influencing how organizations approach inclusivity, particularly in the context of emerging technologies and evolving workplace dynamics.

幾種宏觀趨勢正在影響組織如何處理包容性，尤其是在新興技術和不斷發展的工作場所動態的背景下。

1. Remote work and digital communities

1。遠程工作和數字社區

The widespread adoption of remote and hybrid work models has introduced new complexities in fostering inclusivity. While these models offer flexibility, they also risk exacerbating feelings of isolation and exclusion among employees. In a recent survey by McKinsey, many workers reported not feeling fully included in virtual environments, with a significant portion (70%) desiring more deliberate organizational efforts to advance inclusion and diversity.

遠程和混合工作模型的廣泛採用引入了促進包容性的新復雜性。儘管這些模型具有靈活性，但它們也可能會加劇員工之間孤立和排斥的感覺。在麥肯錫（McKinsey）最近的一項調查中，許多工人報告說，沒有完全包含在虛擬環境中，其中很大一部分（70％）希望更加故意的組織努力來提高包容性和多樣性。

To address this, companies must rethink how they build connections and foster belonging in digital spaces. This includes leveraging collaboration tools to maximize interaction and engagement, hosting regular virtual team-building activities to promote camaraderie, and ensuring equitable access to opportunities for professional growth in hybrid work setups.

為了解決這個問題，公司必須重新考慮如何在數字空間建立聯繫和寄養。這包括利用協作工具來最大程度地提高互動和參與度，進行定期的虛擬團隊建設活動，以促進友情，並確保在混合工作設置中獲得公平的機會來獲得專業增長的機會。

2. Generational diversity

2。世代多樣性

Today’s workforce spans multiple generations—from Baby Boomers to Gen Z—each bringing unique perspectives, values, and expectations. Managing this generational diversity effectively is crucial for building cohesive teams and fostering a sense of belonging among employees at all stages of their careers.

當今的勞動力跨越了從嬰兒潮一代到Z世代的幾代人，帶來了獨特的觀點，價值觀和期望。有效地管理這一代際多樣性對於建立凝聚力團隊並在職業生涯的各個階段培養員工之間的歸屬感至關重要。

According to Deloitte, six signature traits of inclusive leadership—commitment, courage, cultural intelligence, collaboration, competence, and candor—are particularly relevant for bridging generational gaps and creating an atmosphere of respect and understanding. Leaders who embody these traits can forge strong bonds with members of different generations, unlocking the full potential of multigenerational teams.

根據德勤（Deloitte）的說法，六個包容性領導力的簽名特徵 - 承諾，勇氣，文化情報，協作，能力和坦率 - 特別與彌合世代相傳的差距和營造尊重和理解的氛圍特別重要。體現這些特徵的領導者可以與不同世代的成員建立牢固的聯繫，從而釋放多代團隊的全部潛力。

3. Technological integration and AI

3。技術整合和AI

As organizations emerge from the pandemic and adjust to a hybrid world, they must adopt a holistic approach that integrates community engagement, cultural transformation, and technological enablement to create truly inclusive cultures. Here are three key strategies:

隨著組織從大流行並適應混合世界時，他們必須採取整體方法，將社區參與，文化轉型和技術促進融合在一起，以創造真正的包容性文化。這是三個關鍵策略：

1. Community engagement: Strengthening interpersonal connections

1。社區參與：加強人際關係

At its core, inclusivity is about relationships—how people connect, collaborate, and support one another. Fostering strong interpersonal connections within the organization is foundational to building an inclusive culture.

包容性的核心是關於關係 - 人們如何联系，協作和互相支持。在組織內建立牢固的人際關係是建立包容性文化的基礎。

In their report, "The Crucible of Leadership: Charting a Course for Mid-to-Large Enterprises in Emerging Tech," Deloitte emphasizes the importance of creating environments where individuals with both visible and invisible disabilities, as well as those from underrepresented groups, feel genuinely included and valued for their unique contributions.

在他們的報告中，“領導力的坩堝：為新興技術中的大型企業繪製課程，”德勤強調了創造環境的重要性，在這些環境中，有可見的和看不見的殘疾人以及來自代表性不足的群體的人，以及對其獨特的貢獻感到真正的貢獻和珍視。

This requires a combination of programs and initiatives. For instance, mentorship programs can pair experienced employees with newer hires or those seeking guidance, fostering professional development and a sense of belonging. Employee resource groups (ERGs) provide platforms for employees with shared identities or interests to come together, build community, and support one another. Initiatives promoting psychological safety encourage open communication, active listening, and non-judgmental feedback, creating a space where everyone feels comfortable being themselves and speaking their minds.

這需要組合計劃和計劃。例如，指導計劃可以將經驗豐富的員工與新員工或尋求指導，促進專業發展和歸屬感的人相結合。員工資源小組（ERGS）為具有共同身份或興趣的員工提供平台，可以團結起來，建立社區並互相支持。促進心理安全的舉措鼓勵開放溝通，積極的聆聽和非判斷性的反饋，創造了一個空間，每個人都感到自在並說出自己的思想。

Furthermore, organizations can cultivate a sense of belonging that transcends physical or virtual boundaries by prioritizing respect and inclusion at every level. This includes role modeling inclusive behaviors from the top, integrating diversity and inclusion into performance management systems, and recognizing and celebrating the achievements of individuals and teams from diverse backgrounds.

此外，組織可以通過優先考慮各個級別的尊重和包容來培養一種超越身體或虛擬邊界的歸屬感。這包括將包容性行為從頂部建模，將多樣性和包容性整合到績效管理系統中，並認識和慶祝來自不同背景的個人和團隊的成就。

2. Cultural integration: Embedding inclusivity into organizational DNA

2。文化融合：將包容性嵌入到組織DNA中

Embedding inclusivity into the fabric of an organization's culture demands a deliberate and sustained effort. It is not a one-time initiative but rather a continuous process of transformation. A recent report by McKinsey suggests that organizations should address specific factors that may be hindering employees' sense of inclusion, such as leadership behaviors, organizational policies, and systemic inequities.

將包容性嵌入組織文化的結構中需要有意持續的努力。這不是一次性倡議，而是一個連續的轉型過程。麥肯錫的最新報告表明，組織應解決可能阻礙員工包容性的特定因素，例如領導行為，組織政策和系統性不平等。

For instance, leaders play a pivotal role in setting the tone for inclusivity through their

例如，領導者在設定包容性的基調方面發揮了關鍵作用