Inclusion isn’t an on-off switch. It’s not something your workplace either “has” or “doesn’t have.” Inclusion is the work that goes into creating a felt experience of belonging within an organization. It means creating a welcoming environment in which every person is valued and can fully participate, regardless of their characteristics or identities. These actions show up in decisions, interactions, policies, and behaviors. And like any practice, inclusion exists on a spectrum (we sometimes refer to this as the difference between ‘surface’ inclusion and ‘real’ inclusion).
Some workplaces are just beginning to explore what inclusion looks like. Others are deeply invested, but still have blind spots. Most fall somewhere in between, which means there’s an opportunity for growth.
Mapping where you are on the inclusion spectrum can help your team move from confusion to clarity, from hesitation to action. Let’s break it down!
The Inclusion Spectrum
We’ve identified five stages of inclusion in which workplaces tend to find themselves. These aren’t rigid categories, and your organization might land in more than one stage at any given point in time. For example, you might be proactive in your hiring processes, but stuck in compliance mode when it comes to feedback.
The purpose of reviewing where you are on this spectrum isn’t to check a box, but rather to identify opportunities to reflect and grow.
1. Passive – “We treat everyone the same.”
At this stage, there’s little awareness or action around inclusion. As a result, there may be little to no inclusion felt at your organization, unless employees belong to the majority. Leadership may see inclusion as unnecessary, political, or someone else’s job (or problem!). The focus is often on sameness and neutrality, which tends to benefit those already in power.
Common signs:
- Homogeneous leadership, employee base, and hiring pipelines
- Lack of cultural, disability, or gender-inclusive policies
- “We just hire the best person for the job,” with no acknowledgment of bias
2. Compliant: “We’ve got the policies—we’re covered.”
This stage is driven by a desire to avoid liability or meet legal requirements. Inclusion work is reactive, not strategic. While policies exist, they may not be understood, resourced, or evaluated.
Common signs:
- Harassment and discrimination policies that are hard to find or access
- Bare-minimum accommodations
- Diversity metrics are tracked but not used for improvement
3. Performative – “We posted about Pride Month—we’re good, right?”
At this stage, there’s visible interest in inclusion, but the work is still surface-level. Performative workplaces might have employee resource groups (ERGs), inclusion statements, or awareness events, but they lack the structural commitment and accountability to make real change, and don’t fund any of the work.
Common signs:
- Celebrations without follow-up (e.g., Black History Month posts, but no policy changes)
- Inclusion training with no leadership participation
- Talking points over transparent reporting
- Asking employees to represent or speak on behalf of their identity group(s)
4. Transactional: “Inclusion is good for business.”
This is where many well-meaning organizations land. They’ve moved beyond fear or image, but their efforts are still framed in terms of productivity, PR, or retention. Inclusion is seen as useful, but not fundamental.
Common signs:
- Inclusion is tied to performance outcomes, not values
- ERGs and inclusion councils exist, but lack decision-making power
- Some leaders are invested, others are disengaged
5. Proactive: “Inclusion is part of who we are.”
At this stage, inclusion is baked into the DNA of how the organization functions. Leaders are engaged, employees are listened to, and inclusion is treated as a continuous practice, not a destination. Inclusion is still an active practice at this stage, however, and many organizations will move back and forth between this stage and the preceding stage as the work evolves.
Common signs:
- Inclusion goals are tied to business strategy and values
- Regular equity reviews of pay, promotion, and opportunity
- Psychological safety is prioritized alongside performance
- Feedback flows both ways—across departments and power lines
Where Does Your Organization Land?
Take a minute to reflect:
- Do your inclusion efforts show up mostly in statements or in systems?
- Who holds responsibility for inclusion, and are they resourced?
- What happens when someone raises a concern?
- How do new employees experience your culture?
There’s no shame in wherever you land. The real work is in what you do next.
Moving Forward on the Spectrum
No matter where you are, here are some steps you can take:
| Current Stage | A Step Forward |
| Passive → Compliant | Start by listening. Survey your team. Look at who’s in the room—and who isn’t. Begin identifying gaps in policy, access, and basic inclusion practices. |
| Compliant → Performative | Make your policies visible, understandable, and human. Move beyond check-the-box compliance to intentional messaging, storytelling, and culture-building. |
| Performative → Transactional | Tie inclusion to leadership expectations, not just communications. Resource ERGs. Set accountability goals. Begin connecting values to action. |
| Transactional → Proactive | Build inclusive infrastructure—transparent pay, shared decision-making, inclusive hiring, and leadership development for historically excluded groups. |
Final Thought
Inclusion isn’t a trend or a checklist. It’s a long game—one that asks for reflection, courage, and action. You don’t need to be perfect. You just need to keep moving.
If you’re looking to move your organization from performative to proactive, we can help. From strategy and workshops to train-the-trainer programs, we’ll meet you where you are and help you take the next step.