I’m pleased to see that the next generation of workers coming through seem to value social capital. More than anyone, many want to work for a company with an ethos that aligns with their beliefs and ethics. Although they may not stay as long with a single employer as previous generations, there’s an expectation that while they’re with you, they’ll fit in with your values – and you’ll fit theirs.

According to Robert Putman (2000), social capital is: social networks and norms of trust and reciprocity. In any organisation, when these are aligned, things really start to happen.

To create a truly inclusive workforce, we need to step quickly beyond hillock of compliance through the valley of diversity into the land of inclusion.

Like compliance, diversity is easy. It’s all about numbers. As long as you hit your ‘diversity’ targets – three people of colour here, 48% women there, a few people in wheelchairs and a nod to the GLBTIQ community – you’ve got it covered. But inclusion – true inclusion – is not so easy.

It’s not often that I go to Australian Mining for either news or inspiration. But an article appearing in Link’s weekly digest caught my eye with the headline: Mining companies target employees with a disability to increase diversity, Hays (9/10/17).