




































AGORA International Journal of Economical Sciences, http://univagora.ro/jour/index.php/aijes 

ISSN 2067-3310, E-ISSN 2067-7669 

Vol. 18, No. 1 (2024), pp. 182-190 

 

182 

 

THE ROLE OF EDUCATION AND TRAINING IN FOSTERING 

WORKPLACE DIVERSITY AND INCLUSION IN DIGITALLY 

ORIENTED ORGANIZATIONS 

 

J. LUKIĆ NIKOLIĆ, P. LABUS 

 

Jelena Lukić Nikolić¹, Pero Labus²  

¹ Modern Business School, Serbia  

https://orcid.org/0000-0003-0632-8974, E-mail: jelena.lukic@mbs.edu.rs   

² Hotel Ambasador; Retoi d.o.o., Split, Croatia 

https://orcid.org/0000-0001-8098-7711, peterlabus@hotmail.com   

 

Abstract: The aim of this paper is to emphasize the role and importance of employee 

education and training in digitally oriented organizations so that they can recognize, 

comprehend, and accept diversity and inclusion in the workplace. Digitally oriented 

organizations have the advantage of remote work and flexible working hours, which allow for 

the inclusion of individuals who may not meet the requirements of traditional work 

environments, involving physical presence for eight hours a day. Conducted desk research 

shows that education and training on diversity and inclusion in digitally oriented organizations 

have an important role in raising awareness, promoting understanding, and supporting 

positive behaviors within all employees. The main advantages of workplace diversity and 

inclusion are a more diversified and high-quality pool of candidates, a better organizational 

reputation among employees, increased innovation, and higher profitability. To fully realize 

these benefits, it is essential that all employees wholeheartedly embrace and foster diversity 

and inclusion. This paper's theoretical implications include a systematic review and analysis 

of existing literature on the topic, while practical implication is in providing key 

recommendations to leaders and managers for achieving high levels of diversity and inclusion 

in the workplace through education and training. 

Keywords: workplace diversity, workplace inclusion, digitally oriented organizations, 

education. 

 

INTRODUCTION 

Digitally oriented organizations that embrace remote work and flexible employment are 

increasingly adopting diversity and inclusion as core principles of their functioning and 

business. This shift offers opportunities to individuals who may face challenges securing 

employment in the traditional, office-bound model that requires physical presence for eight 

hours a day. In digitally oriented organizations, diversity and inclusion policies are not merely 

optional; they are deemed essential for survival, growth, and development (Garg & Sangwan, 

2021). In recent years, the European Commission has been actively encouraging companies to 

implement diversity and inclusion practices to meet the requirements of the UN Sustainable 

Development Goals and the Paris Agreement (Confetto et al., 2023). A diverse workforce is of 

https://orcid.org/0000-0003-0632-8974
mailto:jelena.lukic@mbs.edu.rs
https://orcid.org/0000-0001-8098-7711
mailto:peterlabus@hotmail.com


Jelena LUKIĆ NIKOLIĆ, Pero LABUS 

183 

 

great importance for the organization’s progress and development (O’Donovan, 2018). 

Diversity encompasses not only factors such as ethnicity, race, sexual orientation, and gender 

but also considerations like age, physical and mental abilities, social status, marital status, 

parental status, place of residence, and work experience (Loden & Rosener, 1991; Champoux, 

2011). Diversity, in essence, pertains to any characteristic that distinguishes one individual 

from others. 

Within the realm of human resource management, diversity and inclusion have become 

increasingly prominent and represent pivotal concepts in contemporary business. The way 

these concepts are approached can greatly influence a company’s success. Human resource 

management involves diversity management, which is defined as harnessing differences to 

create business advantages, realizing the potential of all employees, promoting equality, and 

providing equal opportunities (Greif, 2015). Diversity encompasses the collective mix of 

differences and similarities, including individual and organizational characteristics, values, 

beliefs, experiences, backgrounds, preferences, and behaviours. Inclusion, on the other hand, 

signifies the creation of a work environment where all individuals are treated fairly and 

respectfully, have equitable access to opportunities and resources, and can contribute fully to 

the company’s success (Talent Intelligence, 2014). Inclusion entails empowering each 

employee to make their maximum contribution, irrespective of their unique individual 

attributes. Therefore, inclusion is linked to how employees perceive their importance within 

the organization, including participation in the decision-making process, involvement in group 

tasks, and access to information and resources (Mor Barak, 2008). Nowadays, in a digitally 

oriented world of work, it is of significant importance to offer students and graduates crucial 

knowledge regarding diversity and inclusion as important aspects of organizational success in 

the long run (Aškerc Zadravec, 2023). Furthermore, all employees face the challenge of 

upgrading their existing knowledge and skills, as well as obtaining completely new knowledge 

and skills suited for the requirements of the digital age (Gigauri, 2020). The ongoing digital 

transformation involves the adoption of new technologies, which leads to completely new work 

possibilities in all industries and sectors (Ciderova, Rutkay & Sirotka, 2023).  

This paper points out the role and importance of training and education of employees 

in order to promote and foster diversity and inclusion in digitally oriented organizations. The 

paper is organized as follows. Following the introduction, an applied desk research method was 

presented and discussed. The following title focuses on research results and discussion of 

research findings. Finally, the important findings, implications for the academic community 

and practice, limitations, and recommendations for future research were discussed. 

 

METHODS  

The key goals of the research are: (1) to identify the key benefits of diversity and 

inclusion in digitally oriented organizations; (2) to assess the current state of diversity and 

inclusion, and (3) to emphasize the importance of employee education and training in 

promoting and nurturing diversity and inclusion. 

To accomplish the imposed research goals, this paper used desk research of published 

secondary data to provide a broad and more comprehensive perspective on the topic while also 

confirming existing theoretical foundations and research findings. The topic was examined and 



THE ROLE OF EDUCATION AND TRAINING IN FOSTERING WORKPLACE DIVERSITY 

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evaluated through analyzing existing literature such as books, journals, articles, conference 

proceedings, business and research reports. The major goal was to highlight the results of prior 

study findings addressing the relevance and value of education and training in promoting 

workplace diversity and inclusion, particularly in digitally oriented organizations. 

 

RESEARCH RESULTS AND DISCUSSION 

The Benefits of Diversity and Inclusion in Digitally Oriented Organizations 

There are numerous advantages for digitally oriented organizations in embracing 

diversity and inclusion, which contribute to business success and desirable outcomes. Upon 

reviewing literature, some of the key benefits identified include (Chaudhry, Ymbong Paquibut 

& Nawaz Tunio, 2021; Hofhuis, van der Rijt & Vlug, 2016; Stevens, Plaut & Sanchez-Burks, 

2008): 

More diverse and talented candidates: Digitally oriented organizations that adopt 

remote work access significantly more diverse candidates from any part of the world. 

Consequently, these companies can focus on candidates with the best competencies. 

Furthermore, in the digital era, an increasing number of candidates are seeking employment in 

organizations that promote diversity and inclusion. A Glassdoor survey revealed that 57% of 

employees and 67% of job seekers regard diversity and inclusion as important elements of the 

work environment, influencing the recruitment process and employee retention. The survey 

also found that 72% of women, compared to 62% of men, consider diversity important 

(Glassdoor, 2014). 

Improved reputation of the organization among employees: A Deloitte Australia study 

in 2013 showed that up to 80% of employees feel they work in a highly successful organization 

when it is committed to diversity and inclusion. This perception among employees positively 

impacts overall performance and the attraction of a higher-quality workforce. Employees 

satisfied with their organization tend to promote a positive image of its culture and values, 

leading to an enhanced reputation and attracting a wider range of job candidates. In digitally 

oriented organizations, employees often share their positive experiences and opinions about 

the work atmosphere and organizational culture on various social and professional networks, 

thereby positively influencing the organization’s reputation and image. 

Greater degree of innovation: Research published in the Harvard Business Review 

investigated the effects of diversity on innovation. The study involved surveying 1,800 

professionals, conducting 40 case studies, and numerous focus groups and interviews. It 

explored two types of diversity: innate and acquired. The former includes traits such as gender, 

ethnic origin, and sexual orientation, while the latter encompasses traits acquired through 

experience, like working in a different country or with diverse groups. Companies with leaders 

possessing at least three innate and three acquired diversity traits, termed two-dimensional 

diversity, were found to outperform others in innovation and performance (Hewlett, Marshall 

& Sherbin, 2013). A BCG study in 2018 showed a significant positive correlation between 

diversity and organizational innovation. It surveyed diversity managers, HR executives, and 

directors of 171 German, Swiss and Austrian companies with up to 10,000 employees and 

operations in various industries, such as chemistry, technology, goods, finance and healthcare. 



Jelena LUKIĆ NIKOLIĆ, Pero LABUS 

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The study highlighted that innovation benefits from various types of diversity. The presence of 

diverse managers, including women or individuals from different countries, industries or 

companies can boost innovation. This is particularly beneficial for innovation in complex 

companies with multiple product lines or operating in various industry segments. In addition, 

it should not be lost sight of the fact that employees with different educational backgrounds 

have distinct perspectives on observing problems, which can contribute significantly to finding 

the best solution. 

Higher profits: Ethnically diverse organizations are 35% more likely to achieve higher 

profits, while organizations with gender diversity have a 15% greater chance of the same, as 

demonstrated by a McKinsey Institute study (Hunt, Layton & Princeet, 2015). According to 

this study, while diversity does not automatically equate to higher earnings, organizations with 

rich gender, racial and ethnic diversity within their workforce benefit from varied attitudes and 

ways of thinking. This diversity contributes to greater productivity, innovation, and reputation 

through better service provision, leading to improved business results. 

Certainly, an inclusive work environment, where employees have the right to vote and 

express their opinions regardless of the mentioned differences, positively influences business 

results. Not only are employees more motivated in their work and in contributing to the success 

of the organization, but this inclusive image is also reflected externally among co-workers, 

partners and consumers. Many studies have confirmed the positive economic impact of 

diversity and inclusion. For instance, companies that lack diversity are 1.32 times less 

productive than those with pronounced diversity (Kasinathan, Mallu & Bozinski, 2024). 

 

Results on Diversity and Inclusion at the Global Level 

A large number of organizations and institutions analyse the state of diversity and 

inclusion at the global level. Additionally, an increasing number of organizations consider 

diversity and inclusion important topics in their business practices. The results of the research 

involving over 247,000 students from the 12 largest world economies as reported by 

Universum (2019), pointed out the following: 

 In 2019, 85% of over 2,000 of the world's most desirable employers considered 

diversity in employment a high priority. 

 When asked what diversity means to them, 93% of global talent described workplace 

diversity and inclusion as cultural diversity, which transcended age, ethnicity or gender. 

 Companies in consumer goods, technology, professional services, engineering and 

manufacturing, and consulting were seen as those investing the most in and 

communicating their diversity and inclusion initiatives effectively. 

 Authentic communication of a company's efforts to create a more inclusive 

environment is key to gaining a better position in rankings. 

A survey of 107 participants about the top priorities of human resources in 2018 showed 

that for only 8% of them, diversity and inclusion were among the leading concerns. The first 

place was taken by the digitization of human resources (28%), followed by continuous 

performance management (26%), then employee experience (24%), adapted organizational 

design (11%), and only then diversity and inclusion (Gartner, 2018). However, one should 

consider the limitation of this research - a small sample size that prevents generalizing the 



THE ROLE OF EDUCATION AND TRAINING IN FOSTERING WORKPLACE DIVERSITY 

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results. On the other hand, the key advantage of this research is that it provides a general picture 

of diversity and inclusion.   

Many studies conducted in the field of human resources by various global consulting 

organizations indicate that diversity and inclusion are important factors. McKinsey points out 

that organizations with a gender-diverse executive team are up to 21% more likely to achieve 

above-average profits and up to 27% more likely to create long-term value than organizations 

where one gender predominates in leadership roles (Hunt et al., 2018). 

Although the promotion and representation of diversity are significant steps towards 

business improvement, if the entire organization is not ready and able to adopt and incorporate 

this diversity into its daily operations, the end results will be suboptimal. It is essential for all 

organization members to practice tolerance towards their colleagues and associates, embrace 

and respect diversity, and conscientiously avoid any form of discrimination or exclusion in 

collaborative projects and activities, particularly based on individual characteristics. 

Commitment to diversity and fostering an inclusive culture within an organization is 

just the beginning. It is crucial for all employees to embrace and embody these values. Often, 

there are individuals within organizations who may not fully understand the repercussions of 

discrimination and intolerance and may continue to treat colleagues and associates unfairly 

based on their differences. Therefore, it is imperative to actively raise awareness and provide 

comprehensive education and training on diversity and inclusion to all employees, ensuring a 

truly inclusive and respectful work environment. 

 

The Role of Education in Promoting Diversity and inclusion 

Training is a planned organizational activity aimed at enabling employees to acquire 

the knowledge, skills, and behaviours necessary to perform daily activities and tasks (Noe et 

al., 2016). The outcome of training is the development of intangible assets, namely human 

capital, which encompasses knowledge (knowing what), skills (knowing how), systemic 

understanding and creativity (knowing why), and the motivation to produce high-quality 

products and services (sincere concern for quality). (Campbell, Coff & Kryscynski, 2012). 

Diversity training specifically seeks to increase awareness, understanding, or action regarding 

diversity and inclusion, emphasizing the need to clearly define its purpose and goals. There are 

two key training models: awareness training and skills training (Roberson, Kulik & Tan, 2013). 

Awareness training focuses on developing awareness and understanding of diversity 

through an informal or emotional approach. This approach draws attention to diversity issues 

as a foundation for behavioural change. One approach to awareness training involves providing 

information on topics such as company diversity strategies, the significance of various 

identities, and the mechanics of stereotypes, prejudice, and discrimination. Another approach 

involves educating about group dynamics and social categorization processes. A third approach 

emphasizes increasing self-awareness of personal biases and their impact on behaviour towards 

others. While this can lead to conflict and negative emotions due to challenging established 

ways of thinking, it can also motivate positive attitude and behaviour changes, though it may 

sometimes be stressful or even cause negative reactions. 



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Skills training is a model designed to equip participants with new skills that enhance 

diversity and inclusion. A notable shortcoming of this model is the lack of a universally 

recognized, empirically backed catalogue of diversity skills. Nonetheless, skills such as 

communication, conflict resolution, and listening are essential to fostering understanding and 

cooperation. Among the various frameworks for this training, the most renowned is social 

learning theory, which emphasizes modelling appropriate behaviour, practice and feedback, 

positive outcomes, and developing self-efficacy - the belief in one’s ability to learn and perform 

new behaviours. This model requires time and significant investment, leading many 

organizations to prefer the simpler awareness training model.  

When designing a training program, it is important to start with a needs assessment. 

This process, as outline by Hays-Thomas (2016), included three levels of analysis: 

 Individual analysis: Identifying and analysing individuals who need training, 

considering their education level, habits, and motivation. 

 Analysis of knowledge, skills, and abilities: Determining training content based on the 

required characteristics, knowledge, skills, and abilities for job tasks. 

 Organizational analysis: Assessing organization support or resistance to training, 

alignment with organizational goals, and available resources like funding, time, and 

personnel. 

After conducting the assessment, the information obtained is used for further steps in 

training design. This involves setting appropriate goals or learning outcomes, detailing what 

employees will learn or be capable of after training. These outcomes will ultimately be used to 

evaluate the quality and success of the training. This phase also includes selecting the training 

environment, methods, schedules, and trainers. After the completed training, it is necessary to 

collect data in order to identify whether the training met its intended goals. This assessment 

checks if the results are attributable to the training or other factors. Evaluating the effectiveness 

of the training is vital to decide whether it should continue, be modified, or be adapted for 

others. Additionally, it is important to verify if the training has been effectively learned and 

applied in the workplace, ensuring that participants integrate the learned content into their daily 

activities. 

Digitally oriented organizations are proactive in designing varied learning activities 

related to diversity. These activities help to enhance collaboration among employees with 

differing characteristics. Furthermore, keeping in mind the rapid progress of modern 

technologies, it is crucial to continuously adapt and update the content and strategies of training 

programs. This adaptation is necessary due to the increasingly diverse skills, knowledge, 

learning styles, and languages of employees. Decisions about the implementation of training 

(whether in printed form, traditional lessons, online classes, etc.), should align with the 

capabilities and preferences of the employees. It is important for managers of digitally oriented 

organizations to differentiate between diversity training and broader diversity and inclusion 

programs. While training is a component of these programs, it alone is not sufficient for 

achieving true diversity and incorporation of these values into the organization. Many 

organizations require specialized programs to effectively foster and support diversity and 

inclusion. 



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CONCLUSION 

This paper highlights the key benefits of diversity and inclusion in digitally oriented 

organizations, assesses the current state of diversity and inclusion, and emphasizes the 

importance of employee education and training in promoting and nurturing diversity and 

inclusion.  

Conducted desk research showed that workplace diversity and inclusion are crucial for 

survival and business success of any organization, especially of those organizations who are 

digitally oriented. Modern information technologies facilitate diversity and inclusion, making 

them integral to organizational practices. Digitally oriented organizations leverage the benefits 

of diversity and inclusion by enabling remote work and flexible working hours. This broadens 

their talent pool and maximizes the advantages of diversity. The key advantages of workplace 

diversity and inclusion include a more diverse and high-quality pool of candidates, enhanced 

organizational reputation among employees, increased innovation, and greater profitability. To 

fully realize these advantages, it is essential to provide education and training on diversity and 

inclusion, aiming to raise awareness, promote understanding, and encourage positive practices 

and engagement by all employees.  

The theoretical implications of this paper include an extensive review of current 

literature and a broadening of theoretical knowledge in a contemporary organizational 

environment shaped by digital technologies. This provides researchers with a foundation for 

future research on the topic. This paper's practical implications include providing crucial 

recommendations and guidance to leaders and managers in digitally oriented organizations on 

how to provide organizational culture, as well as the overall organizational climate and 

atmosphere, in order to achieve high levels of diversity and inclusion.  

The paper's main limitation was its focus on desk research and secondary data sources. 

Future study proposals on this topic include conducting empirical research and collecting 

primary data to gain real insights about the role and significance of employee education and 

training in fostering and nurturing diversity and inclusion.  

 

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