Massmart South Africa

Dolly Nqonji

In an interview, Dolly Nqonji, vice president culture, diversity and inclusion, Massmart South Africa speaks about the importance of integrating diversity, equity and inclusion initiatives in the organizational development and how companies can become accountable in their implementation.

1.In the wake of growing awareness around diversity, equity and inclusion (DEI) initiatives, organizations are racing to establish a positive company culture within an organization. To address this industry development, the South African government has designed legislation prescribing targets that are largely based on race and gender. As the vice president of culture, diversity, equity, and inclusion at Massmart South Africa, what, according to you, are the significant factors that are driving the need for a well-managed diverse environment to foster inclusion that leads to the growth and development of the organization?

Ans. Organizations need to shift their focus from driving diversity initiatives solely from a numbers perspective and driving targets but act as a responsible employer that is sensitized to the needs of people within the South African landscape. Employers don’t operate in a vacuum but in an eco-system where there is a moral imperative to ensure that there is structural inclusion, fairness and equality with their internal practices and processes.

The demographics within an organization has to be representative of the customer base as well as communities that they are operating in so that they can make informed decisions about customer products and services as DEI has a significant impact on businesses and communities at large.

Companies that demonstrate true authenticity in fostering diverse environments have high performing cultures; ensure growth and sustainability of the business whilst cultivating inclusive environments where employees can thrive.

2.What is your opinion on the long-term impact of diversity and inclusion in organizations on making better financial decisions?

Ans. Diverse and equitable environments are more innovative and able to deal with multifaceted challenges speedily yielding better outcomes and diverse teams result in sustainable and stronger businesses by bringing diverse views and perspectives to the table.

3.Strong DEI initiatives enable mutually reinforcing practices that deliver a safe, fair, and inclusive work environment, building trust and a sense of belonging for employees to feel empowered. What, according to you, are some of the new technological innovation in the DEI space that focuses on improving engagement and retention while lowering unconscious bias?

Ans.  Some of the technologies that are useful in the DEI space are AI Tools used for talent acquisition purposes to analyze job applications and candidate profiles that could assist to eliminate discriminatory practices and biases  during the screening of candidates for roles.

Data Led decisions could be made through collecting and analyzing demographic data and overall workforce data to detect areas of bias to make informed decisions to promote DEI efforts.

"Leaders should be accountable for creating an ideal DEI culture and ensure that there is psychological safety for employees to be able to express themselves, and feel empowered to bring their whole and authentic selves to work"

DEI analytics tools such as tracking and measuring of matrices in the whole DEI value chain could help to identify significant areas of improvement by providing insights for workforce demographics.

Technological tools and online communities such as employee resource groups (ERG’s) can also help employees engage, collaborate and foster a sense of belonging.

4.Before your stint at Massmart South Africa, what experiences empowered you to gain deep expertise in building cultural competence and adaptive communication skills to create an equitable organization in which members are valued irrespective of their differences?

Firstly, by being aware of my own cultural biases, I was able to acknowledge and be conscious of the various intersectionality’s and cultural backgrounds that exist in whatever workplace environment I am in. As my role requires constant stakeholder engagement I have had to adapt to culturally conscious communication which involves being mindful of how to engage others from different cultures, ensuring that I am aware of what I am saying and how I am saying it. Embracing cultural sensitivity and having an awareness of different cultures has also helped me to understand how cultural differences may affect and influence people we are working with.

5.On an ending note, what is your advice for other senior leaders and CXOs working in the diversity and inclusion space?

Commitment from the top is key, as a senior leader it is critical demonstrate authentic commitment to diversity and inclusion initiatives, and to ensure that it is fully integrated into the organisations strategic priorities. Leaders should display curiosity and capacitate themselves on matters related to DEI, stay informed about best practices and understand the various elements related to DEI and how immersing this yields to better business outcomes. This insight will ensure that as a leader you make informed decisions towards creating an inclusive culture within your organisation. Leaders should be accountable for creating an ideal DEI culture and ensure that there is psychological safety for employees to be able to express themselves, and feel empowered to bring their whole and authentic selves to work. It is important that leaders establish clear metrics and track progress to measure the impact of DEI initiatives and hold themselves and other accountable for achieving these goals.