Staffing & Culture | 05.28.25

Creating Welcoming Workplaces: BISA Annual Conference Workshop Recap

by: BISA Staff

“What were the inclusion practices for a company employing children in the early 1900s?” Dr. Candace Warner, PhD, posed this question at the Diversity, Equity & Inclusion Workshop held at BISA’s Annual Conference this spring. The answer is, unsurprisingly, that inclusion was not top of mind in workplaces in the early 1900s. Since then, our expectations for our workplaces have expanded. Now, we consider inclusion and belonging, social issues, health care, education assistance and more — all qualities members of younger generations are asking about as they enter the workforce.

Other key points Dr. Warner emphasized throughout the workshop included: inclusion does not need to be a grand gesture — it’s the small things you do every day to create belonging — diversity for diversity’s sake is not the goal, and everyone is, in some way, “diverse.”

Dr. Warner’s organization, People3, provides consulting, research and training services to drive culture change and elevate organizational performance by prioritizing the employee experience. She shared that People3 supports organizations in navigating “people differences,” or diversity. People3 teaches about various aspects of diversity, equity and inclusion (DE&I), with bridging the generation divide being the most popular training topic for People3 clients as Gen Z enters the workforce.

Demystifying Terminology

Diversity — Dr. Warner emphasized that everyone is diverse in some ways, whether through appearance, education or cultural practices. Creating a welcoming environment involves considering these differences, such as avoiding important meetings during significant holidays. A diverse team is important; these teams bring objectivity, innovation and check each other’s biases if members truly feel included. But diversity should be valued for its benefits, not as a checkbox. She noted that the term “looking for a diverse candidate” can be othering, as everyone is diverse.

Equity — Dr. Warner clarified that equity is about access, not outcomes. For example, hosting an event requires ensuring everyone can participate, including providing language support if needed.

Inclusion — Many people remember feeling excluded at some point in their lives. Dr. Warner stressed that inclusion doesn’t require grand gestures. It can be as simple as daily practices, like asking someone how they are and expressing genuine appreciation that they are present. Making someone feel welcome is crucial when considering the cost of re-recruiting, re-hiring, re-onboarding, organizational reputation, creating a productive environment and employee expectations. There is a strong business case for ensuring an inclusive environment — when employees feel a sense of belonging, they are better performers.

According to Dr. Warner, organizations rooted in these three practices believe diversity is beneficial, self-awareness is challenging, bias is real and universal, improvement is always possible, processes are easier to change than individuals and everyone is responsible for the organizational culture.

Beyond Terminology

Although terminology around diversity, equity and inclusion has and will continue to change, aiming to create a workplace where everyone feels welcome and listened to is at the core. Dr. Warner touched on the evolving perception of DE&I work, noting that it wasn't always a priority. The increased focus on DE&I in 2020 led to both greater awareness and backlash. However, DE&I efforts did not begin in 2020 when the concept gained widespread attention. The journey has been ongoing, with shifts in language over time.

In response to some organizations rolling back DE&I efforts, Dr. Warner emphasized the need to integrate DE&I into a company’s DNA, rather than treating it as a separate initiative. She shared several case studies of organizations she has worked with:

• Engineering Firm: This firm aimed to develop an inclusive culture strategy. Dr. Warner highlighted how their existing values aligned with DE&I principles, suggesting that implementing these values from the leadership level would help disseminate them throughout the organization.
• Construction Firm: This firm resonated with the concept of mutual respect rather than specific DE&I terminology. Dr. Warner asked employees what respect meant to them, finding that their responses aligned with DE&I principles.
• Communication Firm: This firm sought to engage the Hispanic community as they expanded their market. They focused on creating a culturally competent workforce without explicitly using DE&I terminology.

Reflecting on Our Practices

The workshop concluded with discussions on identity and empathy, where groups reflected on their stories, identities and assumptions, addressing unconscious biases.

One BISA member, Donnell White, senior vice president and chief diversity, equity and inclusion officer at Huntington, shared how his organization is committed to an inclusive culture. A third of their company has joined business resource groups, inclusion councils and/or communities of practice. Membership in these groups is open to all colleagues and reflects their dedication to continual improvement in this area. The organization’s moniker, “welcome,” aligns with these priorities.

White emphasized that while it might be easy to slow or pause efforts, it is crucial to stay aligned with the organization’s vision and core values. He expressed optimism about the future; he acknowledged the challenges but encouraged continued collaboration, enthusiasm and dedication. He loves his work because he sees the positive impact in making people’s lives better.

White stressed the importance of the work over the terminology. Regardless of the specific terms used, the goals remain the same: ensuring inclusive voices are represented, and maintaining a culture where everyone feels welcome, safe and respected.