Diversity and inclusion has been a white-hot topic in tech for a while now. It is true that most people agree that diverse teams perform better in theory, but few know how that translates into daily actions at the workplace or how to measure its progress. That was one of the major takeaways from the recently released Atlassian 2017 State of Diversity Report, that surveyed more than 1,400 tech workers* across the United States.

Haven’t we all noticed that while most diversity and inclusion initiatives are well meaning, and even start off well, all too often, they often run out of steam within a year or two? It is a common pitfall that even some of the largest companies are guilty of. I believe that the problem lies with the fact that they are tactical inclusions in the company corporate governance policy with very little strategic thought behind them, and if we are to be honest, often undertaken to get recognized on a diversity management list.

To my mind, diversity and inclusion isn’t a recruitment problem. It’s a culture problem. Building inclusive cultures means we need to listen to all voices. Companies can benefit when they think about these issues early and embed it within their cultural fabric. It is easier for startups to implement because they are small, and more agile. As they grow, this culture of inclusion can grow with them. For larger organisations, diversity and inclusion cannot be merely contained within the HR function, because it has a broader reach. At its very core, inclusion is about respecting one another for who they really are, and giving them the feeling that they matter in the growth and progress of the company. You need to listen to what your people are saying, and more importantly, what they are not saying.

*Results representative of 1,400 tech workers surveyed across the United States. Tech was defined as any business that creates technology goods or services. Employees did not have to work in a technology field or have a role that is technical in nature.