How to make inclusion a competitive advantage

Let’s talk numbers

The business case for inclusion is undeniable. A Harvard Business Review study found that companies with diverse leadership see 19% more innovation revenue. Meanwhile, the Chartered Institute of Personnel and Development highlights that inclusive workplaces have 60% lower turnover rates. These are not abstract metrics; they reflect the power of connection and belonging.

Verna Myers said it best: “Diversity is being invited to the party; inclusion is being asked to dance.” But I say it all the time: let’s stop talking about the party and focus on the dance moves and the dance floor. What are the systems and environments that enable everyone to truly feel the rhythm, join in, and shine?

Creating a culture of belonging

Belonging starts with deliberate action:

Redefine leadership training Equip managers with emotional intelligence skills to foster environments where everyone feels seen and valued. Simon Sinek reminds us: “Customers will never love a company until the employees love it first.”

Make onboarding more inclusive Introduce the company’s values in meaningful ways, sharing real stories that connect new hires to the culture from day one.

Host listening sessions Move beyond annual surveys. Regular listening groups in safe spaces allow staff to share experiences and feel heard.

Track tangible metrics Monitor qualitative feedback and retention rates alongside guest reviews for terms like “inclusive” or “warm”. Adjust based on these insights.

Empower guest empathy Train staff to go beyond “How can I help?” and instead ask, “What would make this extraordinary for you?”

Why it matters

Belonging impacts every facet of hospitality. Inclusive workplaces lead to happier teams who, in turn, deliver exceptional guest experiences. When people feel safe and valued, loyalty – both internal and external – soars. As Brené Brown said: “Connection is the energy that exists between people when they feel seen, heard, and valued.”

This isn’t about diversity quotas or ticking boxes. It’s about understanding people on a deeper level to create spaces where they thrive. By embracing inclusion as a strategy, hospitality operators can elevate their offerings, not just to meet expectations but to leave a lasting, positive impression.

Olajide Alabi is co-creator and people experience leader at recruitment consultancy Sisu www.thisissisu.co.uk

Photo: Pressmaster/Shutterstock