Beyond Compliance: How to Foster A Culture of Respect And Inclusion

If there’s one thing every employee wants, regardless of their role, gender, generation, or experience, it’s to feel respected. And if there’s one thing every progressive leader should want, it’s to build a workplace where inclusion is not just a policy but a lived experience.
We’ve come a long way from when compliance checklists and posters on walls were the only signs of a company’s commitment to diversity or workplace respect. Today, it’s about going beyond compliance—to actively create a culture where people feel safe, heard, and valued. A place where inclusion is not a box to tick but a way of working.
But how exactly do you go from compliance to culture? And how do managers and leaders play a role in making that happen? Let’s break it down.

Is just compliance enough?

Many Indian organisations have strong policies around the prevention of sexual harassment (POSH), equal opportunity, and anti-discrimination. That’s a good start—but only a start.

Compliance sets the minimum standard. It says, “We won’t tolerate bad behaviour.” But a culture of respect says, “We actively value good behaviour.”

Compliance might prevent toxicity, but only culture can build belonging. It’s the difference between employees staying out of fear versus staying out of loyalty.
Say, a company has ensured robust POSH policies and annual training. Yet, several women have left the organisation over time. Maybe there were no overt incidents, but there are always subtle biases like being talked over in meetings or not being nominated for leadership roles, that can make them feel excluded. What the company would have benefitted from is running manager workshops not just focused on the law but on encouraging inclusive leadership, making a real difference in retention and morale.
A culture of respect and inclusion isn’t about grand gestures. It’s about daily behaviours, consistent messaging, and a safe environment.

It looks like this:

Employees from all backgrounds participating freely in discussions

• Managers openly appreciating diverse perspectives
• Leadership taking a stand when someone is excluded or mistreated
• Quiet team members being encouraged to speak up
• Flexible policies that support different life stages—like parental care, mental health, or disability
• And most importantly, it feels like : “I belong here. I can be myself. I am valued.”

• Leadership sets the tone

Leadership is the heartbeat of organisational culture. What leaders tolerate becomes culture. What they value becomes aspiration.

If managers dismiss sexist jokes as “harmless”, that sets a tone. If they interrupt juniors but listen carefully to senior voices, that sends a message. On the flip side, if they call out disrespect—even subtly—others take note.

Here’s how managers and leaders can foster a culture of respect and inclusion:

1. Walk the talk don’t just talk the walk

• Inclusion starts with self-awareness. As a leader, are you modelling respectful behaviour in your daily interactions?
• Do you acknowledge differing opinions without defensiveness?
• Are you consciously inviting quieter team members to contribute?
• Do you credit people fairly in meetings or client presentations?

Leaders don’t need to have all the answers—but they do need to be thoughtful in their actions.

For instance, one manager made it a habit to speak last during team meetings, allowing everyone else to share their ideas first. This small change encouraged more participation and boosted the confidence of junior team members.

2. Train for empathy, not just policy

Everyone should know the company’s code of conduct. But what’s even more powerful is training people—especially managers—on empathy, active listening, and bias awareness.

• Run workshops that are not just rule-oriented, but reflective.
• Include activities like:
• Role-plays on interrupting microaggressions
• Self-audits of team meeting behaviours

Case studies of exclusion (real or fictional)
These can be uncomfortable at first—but they spark meaningful change.

A company included a module on inclusive feedback as part of its manager training programme. Through the sessions, many managers realised they were unintentionally giving more constructive, growth-focused feedback to certain team members over others. Once they became aware of this bias, they adjusted their approach—leading to more balanced feedback and noticeable improvements in overall team performance.

3. Create feedback loops, not just surveys

Surveys are great, but they only scratch the surface. Real feedback happens in real conversations.
Encourage skip-level meetings, anonymous suggestion boxes, or regular listening circles. Train managers to spot early signs of disengagement.

Pro tip: Don’t just ask, “Are you facing any issues?” Instead ask, “What would make this team feel more inclusive to you?” It shifts the focus from compliance to culture.

During a regular team check-in focused on improving collaboration, one employee mentioned that most brainstorming sessions were scheduled late in the evening, making it difficult for those with family responsibilities to participate fully. The team hadn’t considered how the timing was affecting engagement. By shifting meetings to earlier in the day, participation improved and the quality of ideas shared also increased.

4. Celebrate diversity in visible meaningful ways

Many Indian companies now celebrate festivals from multiple cultures. That’s wonderful—but let’s go deeper.
Why not also celebrate:

• A mother returning from maternity leave and crushing her targets
• A team member managing a disability while performing at their best
• Colleagues who speak up for others during team conflicts

Make these stories visible. Recognise them in newsletters, and meetings.
At one company, an employee took the initiative to mentor two individuals from underrepresented backgrounds, helping them take on new roles within the organisation. The HR team highlighted this story through an internal communication campaign, which not only celebrated the effort but also encouraged others to contribute towards building a more inclusive workplace.

5. Check Systems, not just people

• Sometimes, exclusion is built into the system—unintentionally.
  Here are some questions you can ask;
  Do our job descriptions use gendered language?
• Are promotions and rewards fair across different demographics?
• Is our recruitment panel diverse?

Data can reveal patterns we may not see on the surface. If more men are getting leadership roles, or certain teams have higher attrition among women, ask why.

A growing organisation noticed that most of its leadership pipeline was coming from just a few departments, leading to a lack of diverse perspectives at the top. To address this, they introduced a cross-functional leadership development programme that intentionally included employees from different teams, roles, and backgrounds. This not only broadened the talent pool but also strengthened collaboration and innovation across the company.

6.  Make respect a performance metric

If you want something to be taken seriously, measure it.

One way would be to include “fostering inclusion” or “demonstrating respect” as part of leadership KPIs or performance reviews—especially for managers. Give real examples of what this looks like. Recognise and reward those who are role models.

To reinforce the importance of people management, a company introduced a new performance metric that evaluated managers not just on project delivery, but also on how their teams rated them on trust, inclusion, and communication. Managers with consistently high scores were recognised as culture champions and given opportunities to coach others, helping to raise leadership standards across the organisation.

Why does it matter now more than ever?

India is at a unique point in its organisational evolution. We have a young workforce, rising aspirations, and increasing diversity—not just in terms of gender or geography, but also in thought, personality, and background.

At the same time, we’re still carrying legacy behaviours from hierarchical structures, colonial mindsets, and male-dominated industries.

That’s why moving beyond compliance isn’t just a good-to-have—it’s a must-have.
When people feel respected and included:

• Productivity rises
• Innovation flourishes
• Attrition drops
• Reputation strengthens
• And most importantly—people thrive.

Culture is built one behaviour at a time

• Respect and inclusion aren’t just about big programmes or policies. They’re built through everyday actions:
  A manager choosing to listen
• A colleague standing up against bias
• A leader recognising someone’s unique contribution

And when those small acts become habits, and those habits become norms—you’ve built a culture. One where people don’t just stay because they have to, but because they want to.

So let’s not stop at compliance. Let’s build culture. Because the best workplaces aren’t the ones with the best rules. They’re the ones with the best relationships.

Looking to build an inclusive, employee-centric workplace? We can help you. Email us at contact@yellowspark.in

Author Profile: Aparna Joshi Khandwala is a passionate HR professional. She co-founded Yellow Spark to work with like-minded people who believe in the power of leadership, which is the only business differentiator in today’s time