Year: 2025
Type: article
Study design: Observational Study
Abstract: In recent years, Diversity and Inclusion (D&I) have gained significant prominence in organisational discourse, both globally and within India. However, despite numerous diversity driven initiatives, Indian Organisations often struggle with translating representational diversity into authentic everyday inclusion. This study explores the nuanced gap between diversity and inclusion by examining how Indian organisations conceptualise and implement these constructs, the barriers that impede inclusive practices and how employees from diverse backgrounds experience inclusion in the workplace. Drawing on a structured quantitative survey administered across mid to large Indian organisations in most consumer centric sectors such as IT, Finance, FMCG, Banking and Hospitality, the study analyses employee responses to identify perceptual gaps, structural limitations and patterns of exclusion. Findings indicate that while diversity efforts, such as gender hiring and accessibility compliance are increasingly visible, inclusion remains inconsistently understood and ineffectively operationalised. Many organisations conflate the two constructs, resulting in superficial implementation and missed opportunities for genuine employee engagement. The analysis reveals significant disparities in how inclusion is experienced across demographics, particularly in relation to caste, language and organisational hierarchy. In response, the study proposes the Inclusion Integration Ladder – a contextualised framework that outlines progressive stages through which organisations can evolve from symbolic diversity efforts to embedded inclusion cultures. The model addresses both structural interventions and perceptual shifts needed to bridge the diversity inclusion gap. This research contributes empirical insight into India’s under theorised Inclusion landscape and offers practical recommendations for HR Practitioners, Business leaders and policy influencers aiming to embed sustainable inclusion into organisational strategy.
Author: Ekta Dhawan
Institution: Aligarh Muslim University
Language: English
Subfield: Gender Studies
Field: Social Sciences
Domain: Social Sciences
Open Access status: hybrid
OpenAlex ID: W4410563286