Communities come together every day in the context of the workplace, forming a culture that is continually created, revised, and implemented by its composite members.

When contemplating the creation of an inclusive work culture, I often think of feminist author and social activist bell hooks. “Beloved community is formed not by the eradication of difference,” hooks writes, “but by its affirmation, by each of us claiming the identities and cultural legacies that shape who we are and how we live in the world.”

Finding, choosing, and keeping the best talent available pays dividends in both the short and long term for an organization. A robust recruitment and selection process, intelligently administered, will invite the best and brightest into the company.

Building an organization's team is done through the hiring process. But before the hiring process, the organization needs to analyze the job they are hiring for.

The first step toward making a change or improvement is to set a goal—a target that defines the outcome and provides direction. While setting goals is relatively easy, actually achieving them can be a challenge. Many of us have come across an old list of goals or resolutions—made with the best of intentions—only to find that none of them were ever accomplished.

Exit surveys have the same goals as exit interviews. Surveys also contain a list of questions surrounding the employee's time with the organization, focusing on the termination of employment.

One question to consider before recruiting new employees is: What roles are best suited for remote work? Jobs that can be done from another location besides the organization's physical space lend themselves to working remotely. This includes jobs that use technology, do not require manual assembly or production of any sort, and do not have tasks that require on-site presence or face-to-face interaction with customers.

An inclusive culture encompasses equal opportunities and access for all employees. An organization's mission statement, policies, and procedures should include people with disabilities, along with other underrepresented groups. A commitment to diversity and inclusion consists of continued education on disability awareness and inclusivity for all employees, as well as both return to work policies and emergency evacuation procedures that accommodate people with disabilities.

To maximize engagement, collaboration, and productivity during and after the transition, organizations must ensure that employees and management are prepared to return to work. Leadership must set clear, comprehensive expectations for what the readjustment period will look like for members of the organization and what rules and best practices employees should follow when they return.

Employee well-being and productivity go hand in hand. As part of adapting to a return to the office, leaders should review and potentially revise their benefits plans to meet new and longstanding employee needs. The COVID-19 pandemic brought widespread uncertainty and disruption, which changed how many people value benefits packages that organizations offer. Reopening and transitioning employees back to the office, or at least to a new work model, brings about more uncertainty.

Inclusive leaders foster and maintain a culture that values authenticity and a sense of belonging among all employees. When people feel they can be their authentic selves at work, without the need to assimilate and adapt to the dominant organizational culture, they are more engaged, creative, and more likely to want to stay.

While an organization's mission, culture, policies, and practices play a role in helping employees develop and nurture this sense of belonging, leaders most often directly and indirectly determine this through their words and actions.

Building an inclusive onboarding experience is vital to retaining an organization's top talent. Although onboarding is one of the most pivotal moments in talent management, it is too often process-driven and focused on getting new employees to start contributing work. The impact of a poor onboarding experience can manifest as hesitation in diverse employees to commit to a long-term career at the organization.