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By Corinne Samuel, Head of HR at Valor Hospitality Partners – Africa 

There is barely an organisation today that’s not talking the talk when it comes to diversity, equity and inclusion (DEI). And rightly so, because talking creates awareness, and awareness drives action. But real DEI in the workplace is about more than the words we use in our brochures or the line we take in meeting with clients or suppliers. 

Real diversity, equity and inclusion – the kind that has a measurable impact – is also more than ticking a box on what is too often an arbitrary but mandatory requirement. In a globalised world, a workforce that is diverse and a workplace culture that encourages equity and actively promotes inclusion is not a nice-to-have. It is imperative to the reputation and longevity of the organisation. It’s simply also the human thing to do. 

The world in general and the hospitality industry in particular – where my own expertise lies – is not a homogenous place and we’re so much richer for it. And when we can effectively harness our diversity and view it as a key strength then we’ve laid the foundation of what I truly believe underpins resilient organisations – particularly in the hospitality sector on the continent. 

Diversity drives excellence 

In his book “Bring your whole self to work”, author Mike Robbins makes a case for openness and humanity in the workplace, and for individuals to have the courage to take risks, speak up, be compassionate and well, just human. 

I believe the only way we can show up, truly, is as our whole selves. And when we do that, diversity is forthcoming. And that’s a great thing. It’s also how the real world works – we’re all different… we’re diverse in our approach, our view points, our way of executing tasks, and when we embrace that diversity rather than try to force all the square pegs into one round whole, diversity becomes an actual business advantage.

 What does this look like in practice in the world of hospitality? By understanding that you’re in the people business. And people are diverse. And that’s a good thing. 

When we embrace diversity we ask what can the head of housekeeping learn from the executive chef, or let’s get the CEO to spend time with the concierge to better understand what each brings to the role. It’s about genuinely believing that everybody’s contribution, views and opinions matter – and then actively listening. 

Diversity is also about balancing the needs and nuances of various nationalities or cultural grouping within a team. The hospitality sector, particularly where Valor’s work on the continent is concerned, has an almost inherent diversity to it. Truly embracing this also means keeping an open mind and a respectful mindset towards others, their beliefs and their way of doing at all times.

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Equity elevates 

Beyond the facade – the parts of an organisation that the outside world sees – a brand’s reputation is ultimately and intrinsically linked to how it treats its people. As such, equity is not something that can be sidestepped or done half-heartedly. Equitable practices, from fair hiring to promotion opportunities, the spirit within which the equity is approached is what matters, and what shows. 

Inclusion empowers 

I’m willing to risk generalising when I say we all want to be seen and heard. We want to feel that our labours, our insights, our expertise matter somehow and are valued. And in the workplace that manifests as inclusivity – feeling like you have the right to voice your opinion, to have the confidence to speak up about something that bothers you, or the courage to contribute in a meaningful way. 

Organisations that excel at this have inclusivity built into their cultural DNA. Yes, it starts at the top but everybody has a role to play in nurturing and maintaining the culture of inclusivity. It’s about treating the GM and parking attendant with the same respect, affording the housekeeper and the financial director the same safe space to learn, to grow and even to make mistakes. 

Time and again I’ve seen the clear connection that exists between inclusion and excellence. When people are in an environment where they feel safe and included, they can thrive. And where people thrive excellence becomes second nature. 

And I’m yet to encounter an organisation that doesn’t strive for excellence or that doesn’t value it. Excellence, particularly in hospitality, is the ultimate competitive advantage and it’s the people that deliver excellence through impactful guest experiences. Yes, the technology and the systems and the infrastructure plays a role too but there’s still being behind that. 

An investment in people – genuine, measurable, put-your-money-where-your-mouth-is kind of investment – bears the best long-term result. And when we make DEI part of our organisation, a lived cultural and business reality, rather than a tickbox, the results speak for themselves. 

Corinne Samuel, Head of HR at Valor Hospitality Partners – Africa 

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