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Workplace inclusion has come a long way from posters and promises. For years, metrics around diversity, equity, inclusion, and belonging (DEIB) focused on representation, tracking gender ratios, diverse hiring numbers, or promotion rates. Those numbers are important, yet they only scratch the surface.
In 2025, organizations across industries are beginning to ask a deeper question:
“How do we measure the quality of our culture, not just the quantity of our diversity?”
Because true inclusion isn’t about simply having diverse talent on board; it’s about ensuring that people, of every background, identity, and ability, feel welcome, respected, and empowered to thrive.

A lot of workplace conversations around inclusion tend to focus on a single dimension. Be it gender, sexuality, disability, race, ethnicity or caste. And while these conversations in isolation matter, they don’t always reflect how identity is actually lived.
Our identities do not exist in isolation. We do not live a life that pertains to singularity. And the inclusion efforts that address them often end up leaving people out in quiet unspoken ways.
This is where the concept of intersectionality comes in. Although seen as a corporate buzzword, intersectionality is beyond that. It’s a way of understanding and addressing marginalities. It helps us understand how one’s identity often overlaps and creates unique forms of marginalization.

Gender-neutral language promotes inclusivity, creating room for those the values behind it to show up in action, whether it’s how job descriptions are written, how feedback is delivered, or how a team addresses one another on Monday morning.
Inclusive language is any communication that affirms diverse identities, respects lived experiences, and avoids language that reinforces bias. It centers people first, ensuring individuals are referred to in ways they define themselves. This involves being intentional about phrasing, aware of nuance, and open to evolving standards.

Intergenerational colleagues also operate on preconceived notions, assumptions of abilities, and stereotypes. Older employees are often disdainful of the way younger employees work. And younger ones find experienced professionals to be inflexible and not open to new ideas. These differences can reach a head when interactions become increasingly strained leading to a disgruntled workforce.

The benefits of proximity are underestimated and, often, unseen. Proximity drives action, does away with a cookie cutter approach towards employee issues, and builds equity through small but significant changes. “When you are proximate, details emerge, insights emerge, understandings emerge, that you will not achieve from a distance,” observes Bryan Stevenson, founder and executive director of the Equal Justice Initiative.

How can organizations cultivate cultural intelligence? It starts with a commitment to learning and growth. This might involve cross-cultural training, mentorship programs, or opportunities for employees to work on global projects. Beyond formal programs, though, it involves creating a culture where curiosity and empathy are valued. A culture which encourages employees to ask questions, share their experiences, and learn from one another.